“For I know the plans I have for you," declares the LORD,
"plans to prosper you and not to harm you, plans to give
you hope and a future.” Jer. 29:11 NIV
Hiring System Administrators
CPTE 433
John Beckett
Why?
• Because you need help
– Because it adds value to the organization
• Hire for the person?
• Hire for the skill?
• Common belief (some germ of truth):
– Hire for the technical skills
– Fire due to lack of business/personal skills
Artifacts of the Process
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Job Description
Résumé & Cover Letter
Advertising
Record of policies distributed
Filled-out application form
Letter of hire
Skill Level
• Potential indicated by:
– Experience
• Especially growth
– Interest level
• Did they research your organization?
– Qualifications
• Have they grasped opportunities available?
• Accomplishments indicated by:
– Portfolio of projects & roles
– Look for artifacts
– Ask questions about role (listen for verbs)
Recruiting
• Many recruits come from contacts with
people you already have, or people you know.
• Do not neglect consideration of people
unknown to you previously
– They may have skills your current group doesn’t
have
– They may challenge your current group to
improve its skills
Working With HR
• They probably have no idea what IT skills are
or how to recognize them
• They know a lot about fair and legal hiring
practices
• They know a lot about how your company’s
hiring procedures work
The Interview
• Two-way communication
– Applicant learns about what it’s like working for
you
– You learn things that will help you select the right
applicant
• Think “fit” – do this applicant and your needs
fit well together?
– Not “is this a good person?
– This approach will help you ask the right
questions.
Show Respect (p. 884)
• Read the resume’ before they arrive
• Be prompt
– How you respect their time may affect how they respect working for
you
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Kill radios, pagers, cell phones, etc.
Ease into it
Show interest (don’t forget personal needs)
Don’t repeat the same questions
Don’t try to show you know more than they do – the job you have
is your credibility
• Don’t prolong the agony
• Identify concerns as you go
– Ask follow-up questions to validate concerns
Follow-Up Questions
• First question: Do you know or have you
worked with x?
• Next question: Ask something specific about x
– What would problem y mean if you’re using x?
– Why would you choose x over z?
– What weakness does x have, and how do you deal
with that?
The Decision
• Make sure the hiring decision is in line with
corporate practice
• Do not communicate a hiring decision to a
prospective person outside corporate practice
• Do communicate to applicants per policy:
– We are inviting you to join… as…
– Thank you for considering us as a future employer. We
have made other plans, and wanted you to know so you
could move forward with yours…
That First Impression
• Tells applicant what it’s like to work here
– What’s expected
– What is stated but not expected
• Sets the stage for the future
• Good time to establish a relationship with this
person’s mentor
– The mentor should have a part in the selection
process
Problem-Solving Skills
• Present a real problem you’re having
• Note how the person uses information to
head in a useful direction
• Be prepared for the possibility that the
person’s direction will be very different from
yours…
– And perhaps far better
– Don’t be threatened – it’s an opportunity!
Non-Technical Aspects
• Follow-through
– Did they bring documentation you requested to
the interview?
– Did they do a good job of finding your place?
• Client relations
– HR can be a real help here
• Absolute red flag: criticism of former
employer
Tests
• Beware: Any test instrument not validated as
being non-discriminatory can make you open
to legal challenges.
– That can be expensive.
• Does the test you’re using actually measure
something important to the job function?
• Make it clear that the test score is one of
several components of your decision.
Selling the Position
• Less of a concern in today’s tight labor
market…
– Unless you want the right people
• “Get what you can when you come, because
they forget about you quickly around here.”
• It’s easier to un-sell the position than to sell it
• Failing to move on a decision may result in
your losing the top candidate
– They may have a job offer from someone else
Retention
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Appreciation
Fairness
Interesting tasks
Reasonable rewards
Opportunity
Don’t be lulled by today’s employment
market, into practices that will bite you later
“Hiring”
Those Who Were Already Here
• What happened as you came in?
– Were they working for the job, or the previous boss?
– Find out which, and act accordingly.
– No need to criticize the former boss
• Spend time with each immediate employee getting to
know their perspective
– Remember, that may change or you may have gotten it
wrong initially
• If changes are necessary
– Blame on powers above?
– Take responsibility yourself
– Ask the workers what they think
“Hiring” Yourself
• Yearly review – as if you were dealing with
somebody who understands what you do well
• Would you re-hire yourself?
• What kind of competition do you have?
• How can you improve your position versus
the competition?