Recruiting, Developing and
Retaining IT Professionals
MIS 5800 / MBA 2006
Presented by
Tammy Hawkins, Matthew Wanninger, Ying Jing
Objectives
 Attracting
 How to attract and hire the right IT individuals.
 Demonstrate the growth trends in IT careers, demand
for skilled IT workers and projected supply of IT
workers currently and in the future.
 Developing
 Explain good ideas and methods for developing IT
workers to keep their jobs rich and create a job path.
 Retaining
 How to hold on to those “good” IT workers after
developing them.
Attracting and Hiring
Why People Look for Other Jobs
n= 86
Note: Multiple Responses
Allowed
Base: 86 business-technology
professionals looking for a job
Data: InformationWeek
Research IT Retention survey
of 146 business-technology
professionals
McGee, Marianne Kolbasuk. “Retention Tension”. InformationWeek. Nov 7, 2005; 1063; ABI/INFORM Global
Question for class:
How many people are currently in IT?
Trends of Employment
in Core IT Pros
Using data from the
US Bureau of Labor
Statistics’ Current
Population Survey.
http://www.cpst.org/IT-4.pdf , viewed Oct 30, 2006.
IT Staff Hiring On The Rebound
n = 1,400 CIOs
with more than
100 employees
By Katherine Spencer Lee , Optimize , Feb 1, 2006 12:00 AM
http://www.informationweek.com/industries/showArticle.jhtml?articleID=180201680&pgno=1&queryText=I.T.+Hiring+Heats+Up
Fastest Growing Industries
in the US
Industries with the fastest wage and salary employment growth, 2004-2014.
http://www.bls.gov/emp/empfastestind.htm, viewed Oct 20, 2006
Factors Driving Third-Quarter
IT Hiring in US
n = responses from
more than 1,400 CIOs
from a stratified
random sample of
U.S. companies with
100 or more
employees
Column published in DM Review Magazine September 2006 Issue By DM Review Editorial Staff
http://www.dmreview.com/article_sub.cfm?articleId=1062022
Hiring
 Hiring process should begin with a review of
the work to be accomplished
 Prepare job description - list Hiring Criteria
 Education/Experience/Skills
 Define salary range
 Use variety of recruiting methods
 Conduct thorough interview(s), check
references
 Don’t wait too long to make a decision
 Don’t delay start date
Stephen Mill. “Don’t be unreasonable when hiring IT staff.” Computing Canada. Willowdale: Jan 4, 2002.Vol.28, Iss. 1; ABI/INFORM
Global. pg. 25, http://proquest.umi.com/pqdweb?did=103212394&sid=1&Fmt=4&clientId=45249&RQT=309&VName=PQD
Example of IT Job Description
Position Title: Senior Application Engineer (Test Coordinator)
Project:
 1 for LQD - Application Development
 1 for LQD Testing
Start Date: 11/23/06 (LQD - App Development) and 12/2/06 (LQD Testing)
Recruiter: Jane Doe
==========================================
Role Description:
The Test Coordinator is ultimately responsible for ensuring all testing is completed successfully and
in accordance with Company Best Practices.
 Define Testing Strategy and Approach for the project.
 Providing status updates to management
 Problem Resolution management (Issues, Risks, Defects, Enhancements, etc.)
 Test Resource planning & management
 Schedule and facilitate Test Software Reviews
 Understand, interpret and track changes to the requirements so the Testing Plans and scripts
can be updated appropriately
 Monitor the Implementation of the Test Approach Details
 Monitor and assist in Environment Coordination for Test Cycle scheduling
 Review Programming Specs for the Test Cases (when necessary)
 Develop and Review procedure documentation (when necessary)
Required Skill Set:
Knowledge of Rational Tools suite. Must have superior SQL skills. Must understand multi-tier
environments.
Education/Experience Requirements:
4-yr degree, minimum of 6 years of experience
Length of Assignment: 6 months
Question to class:
How many people have used
an online source to find a job?
Monster Jobs
www.monster.com, viewed Oct 30, 2006
Local Companies Hiring IT in STL
Quality Management Administrator
Company:
Centene
Corporation
Location
Tempe, AZ 85282
Status:
Full Time,
Employee
Job
Category
Healthcare - Social
Services/Mental Health
Relevant Work
Experience:
2+ to 5 Years
Career
Level
Manager
(Manager/Supervisor of Staff)
Education Level:
Bachelor's
Degree
http://jobsearch.monster.com/getjob.asp?JobID=49446, viewed Nov 4, 2006
Project Manager II
Position Purpose:
Plans, organizes, monitors, and oversees projects utilizing cross functional teams to
deliver defined requirements and meet company strategic objectives.
Knowledge/Experience:
Bachelor's degree or equivalent and 2-4 years of project
management experience with Information Technology projects and other
departmental specific projects. Healthcare IT experience with payer or provider
services applications. Proficient with MS-Project or other project management
software and MS-Office applications.
Competencies:
Knowledge Worker: Integrity, Flexibility, Communication, Critical Thinking, Customer
Focus, Decision Making, Planning and Organizing, Building Strategic Working
Relationships, Technical and Professional Knowledge
http://jobsearch.monster.com/getjob.asp?JobID=49924666&AVSDM=2006%2D11%2D03+17%3A01%3A44&Logo=1&JobTitle=Project+Man
ager+I%2E%2E%2E&q=Centene&cy=us&JSNONREG=1&JSNONREGN=1&Image1.x=0&Image1.y=0&dcjvlid=497 , viewed Nov 5, 2006
Recycled Paper Greetings Inc.
Business Intelligence Manager
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Education, Experience, Skills Required:
Excellent written and verbal communication skills are a must as are
interpersonal skills.
8+ years experience in business intelligence environment including data
warehousing and analytic tools.
5+ years experience in development and implementation life cycle
5 years of supervisory or management experience.
Bachelor’s degree in Computer Science, Business Administration or related field is
required.
Thorough knowledge of information systems processes, methodologies, and
concepts.
Mid to large-scale project management experience demonstrating strong
project management methodology.
A strong understanding of Microsoft Office products including Excel, Word,
PowerPoint, and Projects.
Oracle database management, Oracle Warehouse Builder, Oracle Discoverer,
and Oracle ERP Application experience, is highly desirable.
http://jobsearch.monster.com/getjob.asp?JobID=49863991&AVSDM=2006%2D11%2D02+16%3A16%3A47&Logo=1&JobTi
tle=Business+Intellig%2E%2E%2E&q=Recycled+Paper+Greetings,+Inc&cy=us&JSNONREG=1&dcjvlid=417, viewed on
Nov, 2006
Project Manager - Data Warehouse
Just 1 of 586 jobs at Ciber, Inc. »posted on Monster.com
 5+ year of successful Project Management experience focusing on Data
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Warehouse initiatives
Bachelor’s degree
Ability to develop project plans, manage risk, establish timelines, and
budgets
Extensive Data Warehouse technical knowledge.
PMP Certification or PMBOK knowledge would be a plus
Must have experience using Project tracking software such as MS Project
Salary/Wage:
 80,000-90,000 USD/year
 Full Benefits
 Paid Vacation
 401K available
Location:
 Saint Louis
http://jobsearch.monster.com/getjob.asp?JobID=48284783&AVSDM=2006%2D09%2D22+16%3A12%3A54&Logo=1&JobTitle=Project+
Manager%2D+%2E%2E%2E&q=Ciber&cy=us&JSNONREG=1&JSNONREGN=1&rad=50&zip=63146&Image1.x=9&Image1.y=8&dcjvli
d=497, viewed on November 6, 2006
IT Salaries
In thousands
n=10,425
Base: 5,456 IT staffers in 2006 and 6,150 in 2005
Data: InformationWeek National IT Salary Survey spring, 2006
100
90
80
70
60
50
40
30
20
10
0
2005
2006
Enterprise
Application
Integration
Enterprise
Resource
Planning
Data
Mining and
Data
Warehouse
Web
Security
Wireless
Infrastructure
IT Management Salaries
n=4,969 IT managers in 2006 and 6,008 in 2005
InformationWeek Research National IT Survey of 10,425 IT Professionals,
spring 2006
140
120
In thousands
100
80
2005
2006
60
40
20
0
Data Mining
and Data
Warehouse
Human
Resources
IS
Web
Infrastructure
Enterprise
Resource
Planning
Enterprise
Application
Integration
IT Salary Benchmarks for the
U.S.
IT Salary Benchmarks for the United States
(All Industries/All Regions, Last Revised:03/2003)
Data collected from a variety of sources: see
http://www.itmweb.com/blbenchsal.htm, viewed Oct 15, 2006
US Regional Salaries
Metro Area
2003
2004
2005*
Silicon Valley
$87,700
$84,200
$85,958
New York
$78,600
$76,500
$80,286
Washington D.C.
$71,400
$74,000
$77,403
Los Angeles
$70,800
$71,200
$77,116
Denver
$73,000
$69,700
$77,073
Boston
$76,300
$75,300
$80,112
Atlanta
$73,600
$75,500
$73,213
Chicago
$71,100
$69,200
$73,023
Philadelphia
$69,500
$69,500
$69,750
San Diego
$69,000
$71,600
$77,129
Seattle
$71,000
$69,600
$66,940
Dallas/ Ft. Worth
$73,000
$71,900
$71,040
Detroit
$62,300
$61,900
$64,127
Overall
$69,400
$66,300
$69,700
Consultant
$90,200
$82,000
$87,107
Full-time work at company
$66,900
$64,300
$65,479
Employment Type
http://www.businessweek.com/technology/tech_stats/regional051014.htm , viewed Oct 30, 2006
*2005 as of Oct. 10
http://commonziffdavisinternet.com/download/0/2216 , viewed from Dr. Lacity’s presentation September 2006
Demand for Skills in IT
n=1,400 CIO’s from companies more than 100 employees.
By Katherine Spencer Lee , Optimize , Feb 1, 2006 12:00 AM
http://www.informationweek.com/industries/showArticle.jhtml?articleID=180201680&pgno=1&queryText=I.T.+Hiring+Heats+Up
Xiang Fang; Sooun Lee; Seokha Koh “Transition of Knowledge/Skills Requirement for Entry-Level IS Professionals” The Journal of
Computer Information Systems; Fall 2005; 46, 1; ABI/INFORM Global. pg. 58
http://proquest.umi.com/pqdweb?index=4&did=914802201&SrchMode=1&sid=3&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VName=
PQD&TS=1159235287&clientId=45249
It’s More than Just IT Knowledge
Xiang Fang; Sooun Lee; Seokha Koh “Transition of Knowledge/Skills Requirement for Entry-Level IS Professionals” The Journal of
Computer Information Systems; Fall 2005; 46, 1; ABI/INFORM Global. pg. 58
http://proquest.umi.com/pqdweb?index=4&did=914802201&SrchMode=1&sid=3&Fmt=4&VInst=PROD&VType=PQD&RQT=309&VNam
e=PQD&TS=1159235287&clientId=45249
US Industries Employing IT
“Technology Staffing.” The Controller's Report. New York: Sep 2004., Iss. 9; pg. 14
http://proquest.umi.com/pqdweb?did=681299871&sid=3&Fmt=4&clientId=45249&RQT=309&VName=PQD
Lots of Jobs – Not Enough Workers
Chris Murphy. “The survey says: Lots of IT jobs, not enough workers.” InformationWeek. Manhasset: Apr 17, 2000., Iss. 782; ABI/INFORM
Global. pg. 152, http://proquest.umi.com/pqdweb?did=52740259&sid=1&Fmt=4&clientId=45249&RQT=309&VName=PQD
Reasons of Shortage
Top 3 reasons of shortage of IT Talent
1. Turnover is the No.1 reason for the shortage
(46%)
2. Followed by difficulty finding specific skills
(33%)
3. Company growth (31%)
n = 146 business-technology professionals
McGee, Marianne Kolbasuk. “Retention Tension”. InformationWeek; Nov 7, 2005; 1063; ABI/INFORM Global
http://www.informationweek.com/showArticle.jhtml;jsessionid=L0UFAT4LTL5YWQSNDLRSKHSCJUNN2JVN?articleID=173403018&query
Text=retention+tension
Quote on Attraction
"You attract people by challenging them and
empowering them. People like/want the opportunity
to be successful and achieving difficult assignments
their way...you don't tell them what to do, you help
them be successful. Good people will step up and
deliver as long as you don't let them drown.“
- Project Manager for an IT department within an
Insurance firm
Jim Tremaine, Project Manager at RGA Technology Partners, Inc., interviewed in person by Tammy Hawkins, Oct 28, 2006.
Developing IT Workers
Developing IT Employees
 Create a learning organization and play to your
company’s strengths
 Fast learning can be facilitated through:
 Giving employees projects that go beyond their current job’s
responsibilities.
 Improving leaders’ communication skills by asking for employee
feedback.
 Explaining company strategy and link personal goals to
business objectives.
 Training Programs with compensation incentives
 Highlight cool projects they may work on someday
Question to class:
What development has your
current/past work provided?
Business & IT Skills
 Emphasize ongoing training in IT,
Business and Management skills
 Business needs should drive Training
 Training Investment Pays Off
Julia Vowler. “How Effective Training Aids Staff Retention.” Computer Weekly. Nov 15, 2005. Pg. 40
Employee Development
 Firms will have to spend more on IT training
 Analyze IT staff’s work-life balance
 Develop a culture which promotes Transfer
Learning
Bill Goodwin. “Firms will have to spend more on IT training.” Computer Weekly. Oct 25, 2005. Pg. 58
Bill Goodwin. “Money is not the main motivator.” Computer Weekly. Mar 8, 05. Pg. 22
Real World
 95% of employers say training:
 Improves Retention
 Avoid recruitment costs
(Chartered Institute of Personnel & Development ’04)
 55% of all-size companies have No training plans!
 20% with 200 or more employees have No plans!
(E-skills survey, 800 IT employers, shown in Computer Weekly
Quick Stats
100%
Total Surveyed
Improved Retention
All-Size - No Plans
50%
0%
200+Employees - No
Plans
Julia Vowler, “How Effective Training Aids Staff Retention” Computer Weekly, Nov 15, 2005, Pg. 40
Bill Goodwin, “Companies Failing to Address Training Gaps” Computer Weekly, Jun 28, 2005, Pg. 42
IT Training in US
Best Places for Training
1. National Rural Electric Cooperative Association
2. Saint Luke's Health System Inc.
3. University of Miami
4. The Capital Group Cos.
5. The Mitre Corp.
6. Verizon Wireless
7. University of Pennsylvania
8. Ford Motor Co.
9. Infosys Technologies Ltd.
10. Hilton Hotels Corp.
According to Computerworld’s survey
these companies were ranked the best
companies for training
http://www.computerworld.com/html/research/bestplaces/2006/bpchart_20_scorecard.html , viewed Oct. 20, 2006
Quote on Development
"I think you develop people through the development of
a team...key word is team...we maximize strengths and
minimize weakness of the individuals on the team.“
- Project Manager for an IT department within an
Insurance firm
Jim Tremaine, Project Manager at RGA Technology Partners, Inc., interviewed in person by Tammy Hawkins, Oct 28, 2006.
Retaining IT Workers
Retaining
CIOs were asked, “What steps, if any, is your firm taking to retain key IT talent?”
Their responses:
Providing training or professional development..................... 63%
Offering flexible schedules.................................... 47%
Increasing base compensation.............................. 41%
Offering bonuses....................................................... 31%
Offering equity incentives.......................................... 9%
Other....................................................................... 4%
None/no steps taken................................................. 23
“Survey: Training is Key to Retaining Good Employees.” Robert Half Technology. April 2006.
http://www.insideindianabusiness.com/newsitem.asp?id=17433
Study on Retention
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Salaries
Career Development
Who's going to leave
Time to fill
“Think High Pay Improves IT retention Rates? Guess Again.” Business & Legal Reports. Stamford, CT. 2000.
http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=52097&cat_id=1123
Why are IT cuts made?
n= 179
Finding of a survey of 179
IT managers conducted
earlier this year by AFCOM,
an association of data
center managers
Thibodeau, Patrick. “Aging Workers, Automation Portend IT Hiring Problems.” Computerworld. Framingham: Mar 27,
2006.Vol.40, Iss. 13; pg. 16.http://proquest.umi.com/pqdweb?did=1012871431&sid=3&Fmt=4&clientId=45249&RQT=309&VName=PQD
Motivating IT Workers
Listen to employees
Regular team meetings
Praise and Recognition
Feedback
Intellectual challenge
Stephen Mill. Computing Canada. Sep 7, 2001; 27, 19 pg. 26
n=3000
Survey conducted by Skillsoft
IT Stress
 1/3 of IT workers claim that they are unable to work because
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of manager(s)
97% claim life at work is stressful on a daily basis.
4 out of 5 IT consultants feel stressed before entering the
workplace.
1/4 of IT workers have taken time off due to stress.
37% find it difficult to meet deadlines
28% lack job satisfaction
75 % of technical employees want another job
Radhika Praveen. www.itworld.com/Career/2009/06509itmanagers , viewed Oct 30, 2006
Reasons That IT Workers Stay
McGee, Marianne Kolbasuk. “Retention Tension”. InformationWeek; Nov 7, 2005; 1063; ABI/INFORM Global
http://www.informationweek.com/showArticle.jhtml;jsessionid=L0UFAT4LTL5YWQSNDLRSKHSCJUNN2JVN?articleID=173403018&query
Text=retention+tension
Quote on Retention
"Retention can be a complex subject; different people are motivated by
different things. A lot of managers make the mistake of using money
as the ONLY motivator for retention. I have found that the most
important thing to do is to understand your employee, know what
motivates them. For some people, benefits, a stable environment,
time off, work life balance, etc. can all be contributing factors.
Most of all, I have found that making the work day enjoyable does more
for retention then any other single factor. We spend the majority of
our adult life at work and if it is a fractious or stressful situation, the
money and benefits do not matter, the employee usually finds a way
to move on.“
- Manager of a software development team
Larry Schaeffer, Technical Manager at RGA Technology Partners, Inc., interviewed in person by Tammy Hawkins, Oct 28, 2006
COMPUTERWORLD
100 Best Places to Work For in IT 2004
Benefits that IT workers prize the most (and the least).
Percentage who gave the benefit a "10 “
76%
68%
47%
40%
31%
30%
30%
26%
Paid vacation
Health insurance
Profit sharing/ESOP program/401(k)/403(b) plan
Flexible hours
Reimbursement for technology certification
Bonuses
Continuing education/executive programs
College tuition reimbursement
COMPUTERWORLD, 2004 Best Places to Work in IT Employee Scorecard, June 14 2004
Employing the New Generation
 Millennials
 Nearly 80 million strong, starting to reshape the American
workplace
 Achievement-oriented and tech-savvy
 Eager for feedback and impatient to make an impact on their
new organizations and on society at large
 Networked in a way previous generations were not - Internet
phenomena MySpace and Facebook
 But the same social networking skills and consumer smarts
that make them valuable employees also make them acutely
discerning job seekers.
 Entry-level hiring is expected to surge in 2007 by
more than 17%, the fourth consecutive double-digit
increase, according to the National Association of
Colleges & Employers (NACE).
 By 2010, as baby boomers begin leaving the workforce,
census data suggests that 2 employees will be leaving for
every 1 new hire entering, and new college grads will be a
precious commodity.
Gerdes, Lindsey. “The Best Places to Launch a Career.” Business Week Online. Sept 18, 2006. Internet. Oct 30, 2006.
Finding the Right Fit Starts
with Research
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1 Jump
Biz Advantage
Corporate Information
CEO Express
Computer world
Entrepreneur.com's Franchise 500
Google Search Engine
Forbe's List
Fortune 500 Business Rankings
Fortune's Global 500
Hoover's Online
Inc. 500
Nasdaq 100
SEC's Edgar Database
The University Libraries
Vault.com
http://stlouis.computerwork.com/resources/ResearchingEmployer.cfm , viewed Oct 26, 2006
Job Satisfaction Survey
n= 540 IT
professionals
Computerworld’s
Annual Job
Satisfaction Survey
*Multiple responses
allowed”
Computerworld; May 22, 2000; 34, 21; ABI/INFORM Global pg. 56
Holding on to IT Employees
Sharon Watson. Computerworld. Framingham: May 22, 2000.Vol.34, Iss. 21; pg. 56, 2 pgs
US Best Retention
Best Places for Retention
1. National Rural Electric Cooperative Association
2. Calence LLC
3. University of Miami
4. Quicken Loans Inc.
5. The Reader's Digest Association Inc.
6. SAS Institute Inc.
7. Sharp HealthCare
8. American Fidelity Assurance Co.
9. Grant Thornton LLP
10. Standard Pacific Corp.
Benchmarked company data from the 100 nominated Best companies to work for in 2006, Computerworld
To be eligible for the Computerworld top 100 Best companies to work for
companies must have revenue over 250 million. Must have a minimum of 500 employees and 100 IT employees who work in the United States.
In 2006, nominees received a 100 question survey asking a variety of questions about their company (e.g., benefits, training, turnover rates, developing, etc.).
Company Representatives were emailed instructions on selecting random samples of their U.S. based full-time and part-time IT staffs. The responses went directly to a
third party research firm
A total of 20,435 IT professionals responded to the employee survey from the final 100 final companies selected. Approximately one-half of the total scoring system was
based on employee responses, with the remainder based on the survey of the company benefits and other programs.
http://www.computerworld.com/html/research/bestplaces/2006/bpchart_20_scorecard.html , viewed Nov 3, 2006
US Best Benefits
Best Places for Benefits
1. SAS Institute Inc.
2. Discovery Communications Inc.
3. Quicken Loans Inc.
4. Verizon Wireless
5. General Mills Inc.
6. Philip Morris USA Inc.
7. Booz Allen Hamilton Inc.
8. National Rural Electric Cooperative Association
9. BAE Systems Information Technology
10. Sharp HealthCare
Benchmarked company data from the 100 nominated Best companies to work for in 2006, Computerworld
To be eligible for the Computerworld top 100 Best companies
Companies must have revenue over 250 million. Must have a minimum of 500 employees and 100 IT employees who work in the United States.
In 2006, nominees received a 100 question survey asking a variety of questions about their company (e.g., benefits, training, turnover rates, developing,
etc.). Company Representatives were emailed instructions on selecting random samples of their U.S. based full-time and part-time IT staffs. The responses
went directly to a third party research firm
A total of 20,435 IT professionals responded to the employee survey from the final 100 final companies selected. Approximately one-half of the total scoring
system was based on employee responses, with the remainder based on the survey of the company benefits and other programs.
http://www.computerworld.com/html/research/bestplaces/2006/bpchart_20_scorecard.html , viewed Nov 3, 2006
US Top 5 Retention
Top Five Retention Methods
1. Competitive salaries
2. Competitive benefits
3. Flexible work hours
4. Work/life balance programs, such as
telecommuting
5. Tuition reimbursement
Benchmarked company data from the 100 nominated Best companies to work for in 2006, Computerworld
To be eligible for the Computerworld top 100 Best companies to work for
companies must have revenue over 250 million. Must have a minimum of 500 employees and 100 IT employees who work in the United States.
In 2006, nominees received a 100 question survey asking a variety of questions about their company (e.g., benefits, training, turnover rates, developing, etc.). Company
Representatives were emailed instructions on selecting random samples of their U.S. based full-time and part-time IT staffs. The responses went directly to a third party
research firm
A total of 20,435 IT professionals responded to the employee survey from the final 100 final companies selected. Approximately one-half of the total scoring system was
based on employee responses, with the remainder based on the survey of the company benefits and other programs.
http://www.computerworld.com/html/research/bestplaces/2006/bpchart_20_scorecard.html , viewed Nov 3, 2006
Case Study
Best Places to Work
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No. 5: Grant Thornton LLP
No. 4: American Fidelity Assurance
No. 3: The Capital Group
No. 2: University of Miami
No. 1: Quicken Loans
Brandel,Mary. “100 Best Places to Work in IT 2006.” Computer World. June 19, 2006.
http://www.computerworld.com/special_report/009/000/000/special_report_009000080_primary_article.jsp
Quicken Loans
Best Place To Work
 Computerworld
ranked Quicken #1
Ranked No. 4 for retention
 Forbes ranked
Quicken #1
Ranked No. 3 for benefits
n=20,435
Employee surveys given to 100 companies chosen by
Computerworld. Surveys were given to part-time and full-time IT
workers. Company randomly selected surveys from employees.
Only companies with 500 or more employees and 100 or more IT
professionals were allowed to participate in study.
Training budget per IT employee
per year: $2,500
32% of its IT managers are
women
http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=111566 , viewed Oct 26, 2006
Quicken (cont’d)
What Quicken Tech workers have to say
 Leadership
 Environment
 Culture
 Benefits
 People
http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=111566 , viewed Oct 26, 2006
Quicken (cont’d)
 Quicken Loans Inc. is a consumer-focused, direct-to-consumer
online mortgage site.
 Quickenloans.com. Also available through major real estate and
personal finance portals including:
 Quicken, Quicken.com, Yahoo! Real Estate, Yahoo! Finance,
Realtor.com, Homestore.com, MSN, America Online,
Bankrate.com, Netscape, CompuServe, and others
 Extensive, user-friendly websites (lots of technical design) – lots of data
storage.
 Management
 Daniel Gilbert, chairman; Bill Emerson, CEO; Patrick McInnis,
president and COO, Todd Lunsford, CIO (reports to CEO).
 Type of Loans
 Residential loans: Conventional, Home Equity/HELOC, Jumbo,
Alternative.
 Closed $16 billion in home loans in 2005.
 Number of Employees: Over 3,600
http://www.quickenloans.com/about/press_room/company_fast_facts.html , viewed Nov 5, 2006
Quicken Facts
 Named "Forbes Favorite" online mortgage site in 2001 and
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2002.
Named "Best of the Web" online mortgage site by Money,
PC Magazines.
Named "Metro-Detroit's Best and Brightest Company to
Work For" in 2002.
First mortgage company to put electronic signatures into
production in 2002.
Recognized by FORTUNE Magazine as one of the "100
Best Companies to Work For" in America for three
consecutive years.
Named to Crain's Detroit Business "Cool Places to Work"
list.
CIO Magazine Named Quicken Loans to "CIO 100" List of
the Most Innovative Technology Companies in August 2006
http://www.quickenloans.com/about/press_room/company_fast_facts.html , viewed Nov 5, 2006
Why has Quicken Won Awards?
 Work environment
 “We make it a priority to create an energetic, fastpaced work environment with the extras that will
make coming to work a pleasure.”
 On-site ATM, dry-cleaning services, free cappuccino,
slushies and popcorn, summer barbeques with live
music, concert ticket giveaways
 House band that plays at all-team meetings.
 Holiday party that features nationally known
performers.
 Annual “Gilbert Awards” ceremony honors top
performers in the company.
http://www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=111566 , viewed Oct 26, 2006
Quote from Quicken CIO
"Our Technology Team represents the best in the business," said Todd
Lunsford, chief information officer (CIO) for Quicken Loans.
We're proud of this team for supporting the organization's growth. The company
is hiring hundreds of people each month. Our Technology Team provides
seamless support to all areas. This includes building processes that support
hiring and licensing, providing technology support and equipment for all
3,600 employees, improving our award-winning Web site and supporting all
the systems associated with the mortgage process.
I'm also proud of their continued focus on enhancing our business applications
to the tune of making more than 25 changes per day to the many production
systems we support, which help make the company more efficient and the
mortgage process simpler and more convenient for our clients. In doing so,
they are improving our production systems one inch at a time, but changing
the entire mortgage industry in the process," he concluded.
http://www.quickenloans.com/about/press_room/news_releases/CIO_100.html , viewed Nov 5, 2006
Another Quote from CIO
Todd Lunsford explained, "Our business simply could not
have grown as fast as it has without applications that
were highly tailored to our specific business needs.
Manual loan processing methods would not allow us to
capitalize on the opportunity generated by the massive
volume of demand due to low interest rates. Our sales
team was already very large and we were adding new
reps constantly. We were evolving our product mix so
fast, it was next to impossible to keep a large sales team
informed without building our own applications that we
could adapt instantly."
http://newsroom.progress.com/phoenix.zhtml?c=202961&p=irol-newsArticle&ID=582102&highlight , viewed Nov 5, 2006
How Does Quicken Find
Employees?
https://www.quickenloanscareers.com/web/recruiting-events.aspx , Nov 5 2006
Quicken Benefits & Perks
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Medical, Dental and Vision
401k with 75% company match
Tuition Assistance
Adoption Assistance
Paid Parental Leave
Refer & Earn programs. Earn extra money for referring friends
and family for home financing and career opportunities
Discounts on housing and home improvements, technology
and cell phone providers, retail offers, concert tickets, shows
and more
On-site Toast Masters Club
Interest Free Home Computer Purchase Loan
Gym and Internet Connection Reimbursement
https://www.quickenloanscareers.com/web/benefits.aspx , Nov 5, 2006
Quicken Benefits & Perks (cont’d)
 All inclusive New Hire Orientation for everyone
 On-site computer training — MS Outlook, Word, Excel,
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PowerPoint, Palm Pilot and more
Mortgage industry training and external training
opportunities for all team members
“Ticket Window Thursday” CEO gives concert tickets
away
Annual Golf Outing
Barbecues
Softball Teams
https://www.quickenloanscareers.com/web/benefits.aspx , viewed Nov 5, 2006
Quicken IT Jobs Available
https://www.quickenloanscareers.com/web/JobListings.aspx?Category=Information+Technology , viewed Nov 5, 2006
Take Aways
 There are many different varieties of IT jobs to
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choose from locally, nationally, and globally.
Demand and salaries are increasing for IT
workers in the US and around the world
As a job with short deadlines and high pressure,
environment can make a huge difference for
production and retention of IT workers.
Offering strong development plans helps with
retention.
Healthy work-life balance is becoming more
important in the global world of IT.
Questions???