Many people talk about high pay for programmers. Some complain they overheat the market and spoil IT, people. Nothing strange is happening; just another free market trend: high demand creates high wages.
When fewer programmers are needed than in the market, another problem arises: people with mediocre skills demand high salaries. It becomes more difficult to look for specialists because you need help understanding by the price tag whether a good programmer is in front of you. It also happens that a person has completed six-month courses at an unknown IT academy and wants to sell his knowledge for a high price. Therefore, HRs who work in IT need high-quality selection tools.
How HRs Hire IT Specialists
What did the big lady in HR use to do? I looked at the diploma and entries in the workbook. Today, the priority is a mindset and set of skills, that is, a set of beliefs and skills. These are more than the usual hard skills. In many companies, how a person fits into the team is important as whether he has the necessary qualities to work in it.
For example, sometimes, employees must understand that they must step out of their comfort zone and take on a burning task. This is not very suitable for a large structure, as the system of interaction within the company is disrupted, but in a small team of 5-10 people, it is a useful skill.
Soft Skills Are Just As Important As Hard Skills, But They Are Difficult To Evaluate
If the hard skills of a programmer or other IT specialist are easy to check by regular testing for knowledge of programming languages or other skills, then other tools and techniques are used for soft skills. At the same time, it is more difficult to choose a good product than a programmer.
There are HR techniques that help predict a future employee’s performance and not just rely on subjective feelings from communication. For example, instead of an unstructured interview, when an HR asks questions in a free form, they use structured questionnaires designed specifically to assess skills, when a candidate is evaluated according to certain templates, and an assessment center.
Special techniques are needed, as there are standard human perception errors that distort a specialist’s assessment in an unstructured (free) interview. Therefore, an algorithm is important, a certain scenario that helps to communicate with the candidate. HR needs to educate managers: create a candidate profile, determine what is important for the position, and select questions. A ready-made skills assessment template must be strictly followed, but it does not give a 100% guarantee of choosing the right candidate, but only increases the chances of successful hiring.
In this regard, the experience of Google is interesting. Previously, she was known for intricate, sometimes funny, challenging, Olympian-style quick wits and abstract thinking tasks. This continued until one of the HRs read Fisher’s study through the prism of predicting their effectiveness. Then Google realized that they used to do cool things that worked for the company’s image but did not predict the same efficiency of future employees.
What is most interesting, in this corporation, soft skills are much more important than hard skills! Many employees come to Google from MIT and other major universities, which means they are already strong in mathematics, Computer Science and other important areas of knowledge. Therefore, it is much more correct to look at how they apply knowledge in a broad context, work with uncertainty, communicate, and even dream.
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