IT Staffing, IT Recruiting – Dice: US IT Hiring Set to Rise in 2011

The story “Dice: US IT hiring set to rise in 2011,” has been clarified to indicate that results cited were from two separate surveys. It was not clear from information provided by the company that the results were from two surveys. The first, second, fourth, seventh and 11th paragraphs have been clarified to indicate which results were cited. The paragraphs now read, in order:

IDG News Service — The story “Dice: US IT hiring set to rise in 2011,” has been clarified to indicate that results cited were from two separate surveys. It was not clear from information provided by the company that the results were from two surveys. The first, second, fourth, seventh and 11th paragraphs have been clarified to indicate which results were cited. The paragraphs now read, in order:

First:

Six in 10 hiring managers and technology recruiters expect to do more hiring in the first half of 2011 than in the previous six months, according to the latest Dice.com report on IT hiring plans.

Second:

Dice surveys human resource managers and recruiters of technology professionals across the U.S. every six months, and its parent company Dice Holdings also conducts surveys, the most recent of which indicates “slow gradual recovery in the labor market,” said Scot Melland, chairman, president and CEO of Dice Holdings, which operates the Dice.com IT and engineering jobs and recruiting services website. Nearly half of the almost 850 respondents in the most recent Dice.com survey say they expect to increase hiring by at least 10 percent in the first half of 2011, with another third expecting increases of 11 percent to 20 percent, and 15 percent forecasting hiring 21 percent to 30 percent more technology workers.

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Direct-hire Sr. Oracle DBA With a Great Company in Dallas, TX

Direct-hire Sr. Oracle DBA

Description:

* Experience  in the development of logical/physical Oracle RAC databases

* Experience with Oracle Enterprise Manager

* Identify architectural issues and propose alternatives

* Perform data modeling and process modeling

* Maintain and monitor 40+ databases

* Install upgrades and patches to existing databases

* Identify bottlenecks and perform database tuning

* Clone, copy and refresh databases from production environments to test environments utilizing automated scripts

* Implement, tune and manage RMan backup processes

* Administration experience in working with vendor supported applications

* Support the activities required to build and maintain customer relationships

* Look for opportunities to take advantage of leading edge technology within the workplace

* Perform system analysis and identify solutions to technical problems.

Requirements:

* Experience  in the development of logical/physical Oracle RAC databases

* Experience with Oracle Enterprise Manager

* Identify architectural issues and propose alternatives

* Perform data modeling and process modeling

* Maintain and monitor 40+ databases

* Install upgrades and patches to existing databases

* Identify bottlenecks and perform database tuning

* Clone, copy and refresh databases from production environments to test environments utilizing automated scripts

* Implement, tune and manage RMan backup processes

* Administration experience in working with vendor supported applications

* Support the activities required to build and maintain customer relationships

* Look for opportunities to take advantage of leading edge technology within the workplace

* Perform system analysis and identify solutions to technical problems.

If you have this experience, feel you are a fit for this position, and are interested, please answer the questions below:

1) Do you have an updated Word copy of your resume?

2) What is your availability to start?

3) Are you open to a contract-to-hire position?

4) What is your current salary or pay rate?

5) Are you currently eligible to work for any employer in the US?

6) When is the best time to contact you and what # can you be reached at for this opportunity?

We pay for referrals, so if this opportunity is not a good match for your skills or you are not available but know someone who is, please forward this link to them.

Regards,

Mike Hanes
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IT Staffing Shortages Stymie Healthcare CIOs

Implementation of electronic health records and eligibility for stimulus funding are likely to be compromised by IT staffing deficiencies in more than half of healthcare organizations, according to CHIME survey results.

IT staffing shortages will put projects at risk and negatively impact healthcare organizations’ chances of implementing EHRs successfully, according to results of a recent CHIME survey.

CIOs who responded to the survey said IT staffing deficiencies will possibly (51 percent) or definitely (10 percent) affect their chances to implement an EHR and receive stimulus funding. The most glaring need for healthcare organizations is for trained personnel who can implement clinical records software.

Sue Schade, VP and CIO, Brigham and Women’s Hospital, said working with local colleges will pay dividends down the road, but do little to help the staffing pain of today. “It’s a long-term investment — you’re not going to be able to get people through the training programs that are associated with ARRA funding if they are new to the workforce and have them be really effective in a short period of time.”

Mike Ward, SVP and CIO, Covenant Health, said staff augmentation services will likely yield little relief. “One of the first things I’ve done is try to go to the consulting market, but that also has been challenging. The vendors and consultants are going through the same challenges — there’s a lot of activity, high demand, and what I’m finding is it’s very difficult to find qualified resources. You can hire people, but they just don’t have the experience and the background.”

Robust infrastructure is key to 24/7 uptime in the healthcare field

As such, the CHIME survey found more than 70 percent of respondents reported their organizations lack staff to implement clinical applications. Additionally, CIOs expressed growing concern about retaining current staff as pressures mount to quickly implement clinical systems. Some 76 percent of respondents said they were concerned about retaining current IT staff, while 24 percent said they had no such concerns.

George “Buddy” Hickman, EVP and CIO, Albany Medical Center, said retention strategies must be multi-faceted. “We did some things like surveying the workforce in IS to try to appreciate the sorts of things that would keep them satisfied in the roles they are in, and you’ll not be surprised to know that it’s a lot more than just money.”

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How to Save U.S. IT Jobs

Most of the government activity related to creating or securing U.S. IT jobs, curbing offshore outsourcing, restoring America’s IT competitiveness, and limiting temporary visas for foreign tech workers has been more grandstanding than grand plans. Here, 10 outsourcing experts offer their proposals for restoring America’s IT labor force.

CIO  — While popular in the halls of Congress, the additional H-1 B visa fees tacked on to the most recent immigration appropriations bill drew mostly criticism outside of Washington. Some critics say it went too far; others say it didn’t go far enough. Most agreed that the move would do little to protect or create U.S. IT jobs.

Meanwhile, the more substantial H-1B and L-1 Visa Reform Act of 2009, introduced by Senators Richard Durbin and Chuck Grassley, has been in committee since April 2009and is expected to stay put through the remainder of the year.

Phil Fersht, founder of outsourcing analyst firm Horses for Sources, views Congress’s recent efforts to curb offshore outsourcing as “merely political grandstanding from the protectionist lobby that will only encourage further offshoring.”

As Americans prepare to celebrate Labor Day, CIO.com asked some leading minds—academics and analysts, outsourcing consultants and IT services executives—what the federal government ought to do to help create IT jobs and maintain U.S. competitiveness in the global technology market. Here are their proposals.

Make the Domestic Workforce Priority One

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IT Staffing and IT Staff Augmentation – Project-Based Staffing

It’s next to impossible for IT employees to be experts in every skill needed to complete any project that comes up. To make up for this lack of expertise, many organizations hire outside temporary help. About 10% to 20% of workers on IT projects are contingent employees, according to David Van De Voort, a principal consultant with Mercer, a human resources and consulting firm in Chicago.

The task of staffing is typically an HR function, but the CIO oversees allocation of resources in the IT department, where it is often prudent to recruit specialized workers for specific projects. Establishing an efficient process for hiring and managing temporary workers is essential to the success of those projects.

One of the challenges in hiring temp workers involves finding the best contract workers and getting them up and running quickly and efficiently. Temporary workers aren’t cheap. According to Van De Voort, organizations fork over $3 for every $1 they pay a regular employee. Find the wrong people — or supervise them inadequately — and an organization is likely to waste a great deal of money in the process.

The upshot: It’s essential for CIOs to have an effective freelance-management system. According to staffing experts, a few key steps in the hiring and managing processes can ensure smooth sailing.Hiring

The first stage involves finding and hiring the right people. The more systematic the process, the easier it will be to locate the right freelancers quickly.

  • Designate regular sources Organizations often find freelancers from a few sources. Contingent staffing firms offer temps who specialize in IT skills. Some focus on specific areas of expertise, such as ERP applications or Java development. Because those firms are able to devote considerable effort to finding specific candidates with specific skills, they’re especially useful when the project needs only a few freelancers at a time.
  • Create a database of expertise An ongoing database of freelancers can list specific areas of expertise. “When you actually need the freelancer, you’re ahead of the game,” says Dora Vell, managing partner of Vell & Associates, an executive search firm in Waltham, Mass.
  • Clarify the job description While this step may seem obvious, doing it right can make a difference. Articulate specifically which skills are needed and the day-to-day duties will be performed, as well as the size and scope of the project, specific benchmarks, timelines, and other expectations for performance. Failure to do so often leads to hiring the wrong person. “We have to make sure we have every detail nailed down so we provide the right candidate,” says Kevin Knau, executive vice president of Hudson, a Chicago staffing firm.

Managing

Once the right freelancers are on board, they have to be supervised. While management of contract workers requires some of the same steps used when overseeing any employee, there are additional issues to consider, as well.

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IT Departments: Bridging the IT Generation Gap

Older generations learned tech. The younger generation lives it. Organizations that want to succeed need the skills of both.

InfoWorld — IT pros who grew up in the Baby Boom are dinosaurs who just don’t get it. Generation Y is full of Facebook-happy slackers with an exaggerated sense of entitlement. But beyond these broad generalizations lie some real differences between the generations of geeks who do tech for a living, from Boomers to Generations X, Y, and the Millennials.

“Today’s generation was born into a world where technology is about interaction, whether it’s playing video games or using social media,” says Larry Johnson, age 62, co-author with daughter Meagan (age 40) of “Generations, Inc.: From Boomers to Linksters — Managing the Friction Between Generations at Work” (Amacom, 2010). “They spent hours at it, the way I spent hours watching ‘Rin Tin Tin.’ So their brains are structured to interact with technology in an entirely different way.”

[ Looking to get the most out of your IT investments, see InfoWorld’s “20 more IT mistakes to avoid” and “16 ways IT can do less with less” | Find out which of InfoWorld’s IT personality types best fits your tech temperament. ]

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IT Staffing: IT Hiring Continues to Improve, According to Surveys

Hiring for IT jobs continues on the upswing in the U.S. and Canada as recessionary gloom gives way to cautious optimism, according to various recent polls of employers, who cite networking, security, virtualization and database skills as among the most sought-after.

IDG News Service — Hiring for IT jobs continues on the upswing in the U.S. and Canada as recessionary gloom gives way to cautious optimism, according to various recent polls of employers, who cite networking, security, virtualization and database skills as among the most sought-after.

“Overall, employer confidence is improving,” said Tom Silver, senior vice president, North America, at Dice Holdings, which operates Dice.com, a technology and engineering careers website. “We hear that as we speak to our customers every day.”

The most recent edition of The Dice Report, which heard from 600 respondents across the U.S. who hire or recruit technology professionals, found that 71 percent expect to add more employees in the second half of the year than they did in the first. More than half of that 71 percent expect to hire 10 or more new IT staff members. Likewise, CDW’s IT Monitor has had similar findings in its surveys across the U.S. and in some areas of Canada.

The IT Monitor recently found that 37 percent of IT decision makers at large companies expect to hire more IT staff in the rest of the year, which is up 11 percentage points from a year ago — the size of the increase was “a much faster jump than I would have expected to see,” said Matt Troka, CDW vice president of product and partner management and acting CMO.

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