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 as we pay referral fees for anyone you refer that we place with a client. Direct-hire ER Manager With Great Company in Richardson, TX Role Description: Reporting […]
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Mike Hanes ProVisionTech ProVisionTech Jobs – Dallas IT Jobs – Dallas Technical Jobs Dallas IT Recruiter Guy Integrity in Recruiting 972-200-7171 “Save Time, The Best Resources, Guaranteed!” Analyst Says IBM Numbers To Show Tech-Spend Resurgence April 19th, 2010 Posted by Bob Evans on Apr 18, 2010 04:06 PM Cross Posted from Information Week IT-industry hopes […]
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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 as we pay referral fees for anyone you refer that we place with a client. Direct-hire ER Manager With Great Company in Richardson, TX Role Description: Reporting […]
http://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.png00adminhttp://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.pngadmin2017-02-14 14:55:532017-02-14 20:55:20Direct-hire ER Manager With Great Company in Richardson, TX
Mike Hanes ProVisionTech ProVisionTech Jobs – Dallas IT Jobs – Dallas Technical Jobs Dallas IT Recruiter Guy Integrity in Recruiting 972-200-7171 “Save Time, The Best Resources, Guaranteed!” Analyst Says IBM Numbers To Show Tech-Spend Resurgence April 19th, 2010 Posted by Bob Evans on Apr 18, 2010 04:06 PM Cross Posted from Information Week IT-industry hopes […]
http://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.png00adminhttp://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.pngadmin2017-02-09 09:23:472017-02-09 15:24:06The 3 Biggest Problems You Have With IT Staff Recruiting and Outsourcing in the Dallas/Ft Worth Area and How ProVisionTech Overcomes Them All
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 as we pay referral fees for anyone you refer that we place with a client.
Direct-hire ER Manager With Great Company in Richardson, TX
Role Description:
Reporting to the Director, HR Operations, the Manager of Teammate Relations will design a programmatic solution to resolving teammate concerns and/or grievances. He/she will have the ability to think strategically, but act tactfully leading escalated investigations and/or inquiries. This HR leader will oversee the development, communication and compliance of HR related policies and procedures.
Key Accomplishments:
Build Teammate Relations Capability
Acquire experienced ER talent for field support.
Define Team’s responsibilities, escalation and partnership.
Design, educate and implement SK investigation process.
Facilitate Separation Management
Creates standard separation templates.
Authors teammate transition materials.
Reviews reductions in force to ensure compliance.
Case Management
Serves as point person for ethics line inquiries.
Tracks cases, identifies trends and reports to stakeholders.
Leads case resolution, provides recommendations and conducts appropriate follow-up.
Compliance:
Responds to EEOC/Civil Rights Commission inquiries, including writing of position statements.
Involves outside counsel when appropriate.
Stays abreast of legislation changes.
Policy Creation:
Identifies, proactively, the need for policy creation or enhancement.
Ensures employment policies are updated and accessible.
Requirements:
3-5 years in Human Resources, minimally 3 of those years spent employee relations.
Experience leading investigations and resolving complex policy and/or performance issues.
Ability to interact with all levels of the organization and demonstrate managerial courage when appropriate.
Deep knowledge of applicable federal and state employment law.
Undergraduate degree in Human Resources or related field, Masters or Juris Doctorate preferred.
Bilingual English/Spanish preferred.
If you have this experience, feel you are a fit for this position, and are interested, please email me directly at
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IT-industry hopes are buzzing that IBM’s quarterly results, coming on Monday, April 19, will validate and accelerate the promise triggered last week by Intel’s blowout numbers. One analyst who’s expecting very big things from IBM believes its numbers will prove that “a resurgence in corporate IT spending” has occurred.
The most recent Technology Trends survey of IT decision makers conducted in the second half of 2009 shows a rise in the proportion of respondents who are planning to increase their IT budget.
The economic downturn forced many employers to require significant concessions from employees. Now, as the economy improves, businesses can reciprocate.
Building a two-way relationship with current and previous employees helps you preserve your talent pool so your business can function at top capacity through economic ups and downs.
During the down cycle, many businesses faced significant layoffs or salary reductions. Some service businesses even converted full-time employees into contract workers. While layoffs, salary reductions and forced contracting arrangements have altered your talent pool, you can help preserve as many of these employees as possible by mitigating some of the risk they have assumed.
There are legal restrictions regarding maintaining insurance and retirement benefits for workers with less than full-time hours, even if you have a contract arrangement with them, so this is not an option in most cases. However, there are other benefits employers can legally offer. For instance, for contract workers, offering a minimum number of guaranteed hours, offering access to corporate facilities or paying a premium contracting rate because these workers have more company knowledge are all viable options.
Employers can also restore trust and loyalty by creating set intervals for evaluating the opportunity to restore salary levels. Employers can also provide incentives to encourage furloughed or contract workers to maintain their availability until the economic climate changes.
Another way to show appreciation for current workers’ contributions and sacrifices during the down period is to build more flexibility into work schedules. This means focusing on measuring results rather than hours logged at the office. Some companies accomplish this flexibility by allowing more telecommuting, but others offer other arrangements.
Even if circumstances required significant concessions from employees during the past couple of years, providing workers with a sense that your business is looking toward the future and values employee contributions can go a long way toward maintaining your company’s talent pool. And this translates to long-term bottom-line benefits for your business.
What will midsized company IT groups look like after system admin jobs are outsourced to the cloud?
Since the bulk of in-house IT staffs are presently doing these jobs, it’s clear a big change is coming for midsized IT groups. Large companies can still leverage economies of scale in operating their own data centers, but midsized companies are finding it hard to match the lower operating costs and financial flexibility offered by cloud service and SaaS providers.
Analysts & Architects
It looks like midsized IT groups will become primarily business analysts embedded in business operating areas and enterprise architects designing and overseeing continuous development and enhancement of systems built from legacy, cloud, and SaaS components. IT’s mission will simply be: Use IT to help the company make money.
CIO magazine’s recent State of the CIO survey shows that staff cuts during the past two years hit small and midsized IT departments hardest and infrastructure upgrade projects are often being postponed.
Many Dallas IT Consulting/IT Recruiting firms seem to lack an understanding on what it means to partner with their clients’ in a long-term relationship. It seems that some firms are just concerned with billable hours and one-off placement fees than actually serving their clients true needs. A case in point was a situation I encountered at one such firm in which I was employed. I was the Director of the Dallas branch of a New York IT Consulting firm and was account manager of a financial client where we had placed a programmer. This programmer was not working out well and the client was thinking of replacing him, however, the president of the New York IT consulting firm I was with was determined to keep this programmer there for the 90 day guarantee period just so they could earn their fee. I actually called the programmer and asked if he knew that the client was thinking of letting him go and told him that he really needed to “step up” his learning process and come up to speed or we would have to replace him. The candidate did better for a short period of time. At around 95 days after he was hired, the Dallas IT Development Manager called to say that the candidate was not working out and could we find a replacement. I spoke with the president of our firm and he said “no way, they have to pay us”. I was very uncomfortable with this approach, but really had no say in the final decision. Although I had asked if we could not be flexible on the 90 day guarantee period, he proceeded, in no uncertain terms, to tell me what he wanted me to tell the manager – to pay us immediately. The client paid us all right, and then put us on their “blacklist”.
As a technical account manager/recruiter, do you truly partner with your clients? As a 13 year veteran of Dallas IT Operations and Technical Consulting/Recruiting, I really do desire to partner with my clients in a long-term relationship that adds value. That is why I considered it a “blessing in disguise” when that particular company I was with decided to to close the Dallas office I operated. I launched my own company, ProVisionTech, and now am able to operate my own company with what I feel are sound and honest business practices.
I was in IT for several years before being laid off several years ago. I was laid off right before September 11, 2001 and was working on my MBA in eCommerce at the time. I found myself in a very difficult situation as many other people did during that time. Because I was working on my MBA and was almost finished, companies I interviewed with considered me ‘over-qualified’ for most positions I applied and interviewed for.
I stumbled into IT Consulting sales and account management mostly because I wanted to use my IT background for something and what a better way than to find the best people for Dallas IT Clients and at the same time put people to work. It seemed to me like the best of both worlds. Having been a Dallas IT project leader, programmer, and production support engineer, I knew what Dallas IT clients were looking for and the type of people they needed. Also, having been out of work myself, I loved putting Dallas IT candidates and consultants to work.
My first position was with a company that had provided consultants for the last Dallas IT project team I was on. The company only had one client and it was the company from which I had been laid off. When they set up my voice mail, the pass code they used was 911. I was appalled that they would use that pass code considering what had just happen with September 11. The owner would never tell me what nationality he was, but told me to tell everyone they were an Indian company. I later found out that he was from Syria. My wife was worried because she thought I was working for a company that was funneling money to terrorists! Still not sure why they would use that pass code.
I also later found out that they had consultants that built the code of one of the systems I had supported at my former company and had stolen it. They were selling the code to other companies in the same industry! I spoke to the IT Development Manager who was over the systems I had supported and she said that although upper IT management knew this company had stolen their code, they were still doing business with them!
Anyway, there is more. When I started working for this company they only had one client; the company from which I had been laid off. The CEO gave me a list of clients to “show off” potential clients. I mentioned that they only had one client and he said “I know, but this is what I want you to tell the potential clients.” I told him I would not lie for him or anyone else. I found that he lied to clients, consultants, candidates, and his own employees all the time. He lied to his VP of Marketing, and the VP of Marketing would lie to him and ask me to cover his lies. I told him no way!
I was there for two months before the final straw. Having never been in a sales role in my life, and in a horrible economy, I made my first placement as an account manager. I placed a consultant with a downtown Dallas company. In violation to our contract, they hired our consultant away from us. The CEO of our company became so enraged that he threatened to kill the CEO of the new client company for violating the contract! The CEO of the client company was totally blind sided because he was not even aware that his manager had violated the terms of our consulting agreement.
I immediately went to the parking lot, called the client CEO and apologized then went back to my office and packed all my stuff. I decided that I could not work at a company that operated without honesty and integrity and especially a company headed by someone that threatened people’s lives!
Although my first experience with Dallas IT Consulting/Recruiting firms was a pretty bad one, I felt like I really found something that I loved to do – find the right fit between Dallas IT Clients and Dallas IT candidates and consultants. I decided that I would find a Dallas IT Consulting/Recruiting firm to work for that operated with honesty and integrity.
Because of some of the unethical practices I discovered in some IT consulting and recruiting firms I have worked with, I started a Linkedin group, Integrity in Recruiting and website www.integrityinrecruiting.com, in order to start a discussion regarding incorporating sound and honest business practices in the recruiting field in our prospective companies. I invite you to join the group.
I will share more about what I have found in my search later…
Many IT Consulting/IT Recruiting firms seem to lack an understanding on what it means to partner with their clients’ in a long-term relationship. It seems that some firms are just concerned with billable hours and one-off placement fees than actually serving their clients true needs. A case in point was a situation I encountered at one such firm in which I was employed. I was the Director of the Dallas branch of a New York IT Consulting firm and was account manager of a financial client where we had placed a programmer. This programmer was not working out well and the client was thinking of replacing him, however, the president of the New York IT consulting firm I was with was determined to keep this programmer there for the 90 day guarantee period just so they could earn their fee. I actually called the programmer and asked if he knew that the client was thinking of letting him go and told him that he really needed to “step up” his learning process and come up to speed or we would have to replace him. The candidate did better for a short period of time. At around 95 days after he was hired, the client IT Development Manager called to say that the candidate was not working out and could we find a replacement. I spoke with the president of our firm and he said “no way, they have to pay us”. I was very uncomfortable with this approach, but really had no say in the final decision. Although I had asked if we could not be flexible on the 90 day guarantee period, he proceeded, in no uncertain terms, to tell me what he wanted me to tell the manager – to pay us immediately. The client paid us all right, and then put us on their “blacklist”.
As a technical account manager/recruiter, do you truly partner with your clients? As a 13 year veteran of Dallas IT Operations and Technical Consulting/Recruiting, I really do desire to partner with my clients in a long-term relationship that adds value. That is why I considered it a “blessing in disguise” when that particular company I was with decided to to close the Dallas office I operated. I launched my own company, ProVisionTech, and now am able to operate my own company with what I feel are sound and honest business practices.
http://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.png00adminhttp://www.provisiontechgroup.com/wp-content/uploads/2019/03/nov2008-PTG-logo-2-300x73.pngadmin2017-02-09 09:23:472017-02-09 15:24:06The 3 Biggest Problems You Have With IT Staff Recruiting and Outsourcing in the Dallas/Ft Worth Area and How ProVisionTech Overcomes Them All
