In tech hiring, it takes a pro to know one

As a technology firm, our mission is to provide expert enterprise software solutions for corporations. In today’s market, this involves an ever-evolving set of technologies and tools and customer expectations. Allowing an interactive experience with your business via technology such as a browser or mobile application requires a strong technical team. Interestingly, the largest challenge for building such systems is often not the technology itself, but recruiting the team to build it.
Kimberley Donoghue’s article (“Survey: Demand for tech workers to grow in ’12,” Dec. 14, PBN.com) was spot-on regarding the challenges of recruiting qualified technical resources. A key point made in the article stated it takes longer to hire new [technology] professionals due to a lack of qualified talent.
Overall, there is a shortage of technology resources in the United States. However; it is usually not a real challenge to find people to fill positions as much as it is a challenge to find qualified people.
The foundation of every successful software project lies in its core design. Akin to a building architect, the foundation and frame upon which the building is constructed are paramount to a stable and time-tested structure. The layout of the rooms, plumbing, electrical systems and even potential expansion capabilities are all predicated by the architecture.
This is also true with software architecture. In this virtual world, the architecture serves the same purpose as the brick-and-mortar with similar considerations. Software architecture will influence how extendable, maintainable, scalable and secure a software application is and even how quickly the system can be developed. Unfortunately, there is a shortage of workers with strong design skills. This is where many of the problems lie in overdue and over-budget technical projects. The requirements are usually incorrect, and the design follows suit. Beyond the architecture, the modeling of the pieces that comprise the functionality of the system is also important. Techniques include OO (Object Oriented) design and component design. I find that most of the candidates I interview are familiar with these terms, but are not fluent in their implementation.
With newer technologies, finding a qualified resource presents an even larger challenge. The technology may be so new that it is untested in the industry. The skills for these technologies are often self-taught due to the lack of formal training available, and therefore, my statement about looking for a strong technical foundation becomes a key consideration for a technical resource. A qualified technical resource can learn new technologies more quickly by leveraging a strong foundation. In many cases, design considerations transcend a specific technology and are applicable across a wide range of technologies.
The plethora of buzz words cropping up daily fosters resumes of alphabet soup and the buzzwords can overshadow the candidate. When looking for a qualified technical candidate, look for strong fundamentals. Depending on the position, confirm they have an understanding of the big picture.
As a mentor and trainer to software engineering teams, I emphasize design concepts and best practices. I teach them to “think more and code less.” I am an advocate of simplicity. The art of design is making complex things simple. Thinking through a problem within a specific problem domain and modeling a solution to that problem will take more time initially, but will save a lot of time further into the software-development life cycle, and on subsequent expansion projects.
Finding a good technical resource also requires trust. Depending on the role, the resource will have access to your company data, business systems or network information. Knowing you have someone who is ethical and responsible is another critical component to consider when hiring for a technical role. Some recommendations for hiring top talent either as employees or an outsourced team are the following:
• Have a technical resource available for interviews. Ask deeper, foundational questions that show a strong understanding of the technology and not just top-level semantics.
• Ask to see a portfolio. Have a technical person review code samples, designs and projects.
• Employ a litmus test. Provide a test that showcases an understanding of the technology and also critical-thinking and problem-solving abilities.
• Check references. Contact prior employers and identify the candidate’s strong points and weak points, if the prior employer is willing to do so.
• Look for team skills. Technical people typically like to work independently. This is good under some conditions but with technology, it is good to have multiple people work on a problem to see different viewpoints. Hire someone who is willing to work with and assist teammates.
• Employ a probationary period. With all the aforementioned techniques, the truth will still come out once the real work begins. Look to set a “trial period” with the candidate and possibly with your outsourcing firm.
• Look for personal growth. It will be unrealistic to always find an expert. However, with the right foundation and critical-thinking abilities, your resource can become an expert. Look for progress and initiative throughout the employment. •


Michael D. Croft is president and CEO of eSavV Technologies, a Lincoln-based information technology company focusing on website development, mobile applications, software development and Internet marketing.

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