scholarly journals Identifying Critical Requirements for Successful Recruitment Practices in Wellington’s Small IT Firms

2021 ◽  
Author(s):  
◽  
Dylan Longley
Keyword(s):  
Small Firms ◽  
Sustainable Growth ◽  
It Services ◽  
It Professionals ◽  
It Industry ◽  
Services Sector ◽  
Successful Recruitment ◽  
Alternative Approaches ◽  
Staff Recruitment ◽  
Staff Recruitment And Retention

<p>This paper explores the needs of small IT firms in Wellington related to staff recruitment and retention. It identifies the critical factors that influence the location, sourcing and matching of candidates’ and their skills and behavioural qualities to the strategic technical, business and human resource management needs of these firms. Successful recruitment into Wellington’s IT industry is a critical sustainable growth factor for many small IT firms. Wellington is considered to be a national hub for the IT services sector. Limits in small firms’ ability to spend for recruitment and salary hamper their productivity and growth due to competition for talent in the sector. Innovations to solve the shortage related problems are taking place. Three alternative approaches are proposed that could contribute to a more stable equilibrium between supply of and demand for skilled IT professionals in Wellington.</p>

scholarly journals Identifying Critical Requirements for Successful Recruitment Practices in Wellington’s Small IT Firms

2021 ◽  
Author(s):  
◽  
Dylan Longley
Keyword(s):  
Small Firms ◽  
Sustainable Growth ◽  
It Services ◽  
It Professionals ◽  
It Industry ◽  
Services Sector ◽  
Successful Recruitment ◽  
Alternative Approaches ◽  
Staff Recruitment ◽  
Staff Recruitment And Retention

<p>This paper explores the needs of small IT firms in Wellington related to staff recruitment and retention. It identifies the critical factors that influence the location, sourcing and matching of candidates’ and their skills and behavioural qualities to the strategic technical, business and human resource management needs of these firms. Successful recruitment into Wellington’s IT industry is a critical sustainable growth factor for many small IT firms. Wellington is considered to be a national hub for the IT services sector. Limits in small firms’ ability to spend for recruitment and salary hamper their productivity and growth due to competition for talent in the sector. Innovations to solve the shortage related problems are taking place. Three alternative approaches are proposed that could contribute to a more stable equilibrium between supply of and demand for skilled IT professionals in Wellington.</p>

Find and Keep Them: Child Welfare Staff Recruitment and Retention

2007 ◽  
Author(s):  
Anne Comstock ◽  
Cathryn Potter ◽  
Charmaine Brittain ◽  
Mary Berg
Keyword(s):  
Child Welfare ◽  
Recruitment And Retention ◽  
Staff Recruitment ◽  
Staff Recruitment And Retention

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

scholarly journals Investments in an intelligent and digital future

2020 ◽  
Author(s):  
Róbert Marciniak ◽  
Péter Móricz ◽  
Máté Baksa
Keyword(s):  
Business Models ◽  
It Services ◽  
Structured Interviews ◽  
Business Services ◽  
Services Sector ◽  
The Past ◽  
Information And Communication ◽  
Cognitive Automation ◽  
Ict Industry

Over the past few years, there has been an avalanche of new digital technologies in the business services sector, many of which proved to be disruptive. Business service centres (BSCs) even in innovative industries like information and communication technology (ICT) find it highly challenging to accommodate these changes. New technological solutions transform consumer needs, shape organizational processes, and alter the way employees cooperate in a computerized environment. These changes make it inevitable for companies to adjust their business models. In this paper, we present a case study of IT Services Hungary Ltd., a Hungarian based BSC in the ICT industry. We carried out semi-structured interviews with the CEO and four senior technology experts of the company to analyse digital transformation plans they initiated. We investigated and now reveal three projects through which they implemented cognitive automation, cloud computing, and advanced cybersecurity technologies. We also describe the general organizational, financial, employment, and motivational background of these projects at IT Services Hungary Ltd. With this paper, we aim to present transferable best practices and appealing management efforts to invest in an intelligent and digital future.

Professionalism and Ethics

2011 ◽  
pp. 214-241 ◽  
Author(s):  
Zeenath Reza Khan ◽  
Ghassan al-Qaimari ◽  
Stephen D. Samuel
Keyword(s):  
Ethical Behavior ◽  
Ethical Issues ◽  
University Education ◽  
It Professionals ◽  
It Industry ◽  
Root Cause ◽  
Computing Machinery ◽  
Electrical Engineers ◽  
Electronics And Electrical ◽  
E Mail

In today’s fast-paced world, where more and more emphasis is being placed on ethics and ethical behavior in the workplace, the IT industry remains such an area where little or no evidence has been presented to sustain claims by employees on whether preconceived notions of ethics lead to professionalism among employees. To this effect, this chapter tests the knowledge of IT professionals on ethical issues such as usage of e-mail, net surfing, net privacy, copyrights, and others as recognized by professional societies such as Association of Computing Machinery (ACM), Institute of Electronics and Electrical Engineers (IEEE), and Australian Computer Society (ACS). The study further investigates the root cause of unethical behavior at workplaces as pre-knowledge, or knowledge gained through high school and university education. The chapter follows a grounded surveying approach to find out students’ extent of awareness towards ethical issues such as cheating, plagiarism, fabrication, software piracy, misusing the telephone, or Internet access; thus correlating the findings to suggest causality between “student education and consciousness of ethical issues” to the “awareness of ethical issues among future IT professionals.” Among others, the chapter also proposes suggestions to school and university curricula to include subjects that highlight ethical issues in the workplace.

Latinas cross the IT border: Understanding gender as a boundary object between information worlds

First Monday ◽  
2009 ◽  
Author(s):  
Kathleen Burnett ◽  
Manimegalai M Subramaniam ◽  
Amelia Gibson
Keyword(s):  
Senior Management ◽  
Boundary Object ◽  
It Professionals ◽  
It Industry ◽  
Management Positions ◽  
Theory Of Information ◽  
Information Worlds ◽  
The Relationship

How do successful Latina IT professionals construct and reconstruct their conceptions of gender before, during, and after contact with the information world of the IT industry? We conducted semi-structured phone interviews with five Latinas who held senior management positions in IT firms in 2008 to explore their reasons for choosing and persisting in the workforce. Using the theory of information worlds as a framework for analysis of gender as a boundary object, this article reports four trends in the perceptions of these women dealing with the relationship between gender and success in IT.

How to Ensure the Effectiveness of Corporate Onboarding Programs Today and Tomorrow

2020 ◽  
Vol 9 (1) ◽  
pp. 65-68
Author(s):  
A. Tihonov ◽  
Valeriya Konovalova
Keyword(s):  
Comparative Study ◽  
Corporate Culture ◽  
Positive Impact ◽  
Adaptation Period ◽  
New Employees ◽  
Recruitment And Retention ◽  
And Performance ◽  
Staff Recruitment ◽  
Staff Recruitment And Retention

The article summarizes the results of a comparative study of the eff ectiveness of popular measures included in corporate onboarding programs in foreign and Russian practice. Data are presented confi rming the positive impact of a structured and balanced onboarding process on staff recruitment and retention, indicators of engagement and performance. Along with this, there is a discrepancy between the requests of applicants and employees and the perceptions of employers when managing onboarding. It substantiates recommendations on expanding the practice of socializing new employees, introducing them to the norms of corporate culture, introducing separate tools for communication, conducting joint events, lengthening onboarding programs and their personalization, and using niche training and microtraining during the adaptation period. The necessity of refl ecting in the onboarding programs changes in the structure of the workforce, including “alternative workforce” is emphasized.

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