Henning von Schmeling
Biography
Some of the most important things we look for in our engineering or technical staff is demonstrated enthusiasm and initiative.
People who demonstrate enthusiasm positively affect the morale and the work environment of the company. This leads to better performance of the work group and overall customer satisfaction.
In technical disciplines, knowledge is critical. A lot of the responsibility to develop the necessary expertise falls on the shoulders of the employee. We want people with initiative to continuously update their skills and keep abreast of changes in technology. Also, because we're a young company there is a lot of flexibility in the roles. We look for people with initiative that will seek out projects, identify ways of adding value, and claim ownership of emerging technologies without waiting for someone to guide them through it.
Director Human Resources
Q9 Networks Inc.
Skills in Demand: Raising the Bar
What does it take to get to the top of your profession and stay there? Vision, strategic thinking, personal integrity, the ability to adjust to change, and the courage to be a risk taker are to name but a few of the skills that are in high demand by employers.
The bar has been raised, and it is getting higher every day. Good just isn't good enough anymore. Personal qualities can now make or break success. The personality of the individual has to be a good fit for the climate and the culture of a corporation. As a result, employers are on a treasure hunt, a mission to find the candidate(s) who best meets their needs, expectations, and environment. To be viewed as promising, you must respond to an employer's dimensions of fit. The ability to make sound hiring decisions is vital to a company's profitable business results. Good processes, good decisions, and good employees save the company time and money. Employers want very specific types of people; allies and colleagues, thinkers and doers. They want more than just good employees they want exceptional ones.
The following is a list of key skills that are in demand by IT corporations today, and will be tomorrow:
Looking for Winners
Employers know what they want. They want people who communicate clearly, who are self-motivated, self-directed, and goal-oriented. They want people who embrace team concepts and make team results happen. They want people who are honest and willing to work hard. Employers value integrity. They want people who will be honest and forthright in their assessment of their own performance, the performance of others, or the viability of a new product, service, or project. According to Henning von Schmeling, Director of Human Resources for Q9 Networks Inc., "knowledge is critical in technical disciplines. A lot of the responsibility to develop the necessary expertise falls on the shoulders of the employee. At Q9 we want people with initiative to continuously update their skills and keep abreast of changes in technology. Also, because we're a young company there is a lot of flexibility in the roles. We look for people with initiative that will seek out projects, identify ways of adding value and claiming ownership of emerging technologies without waiting for someone to guide them through it."
Understanding the Customer
Engineers must learn how to persuade, listen, exercise patience and restraint, offer sympathy, feel empathy, and recover from the challenges common to a group give and take. They must have a sharp customer focus and know to get close to the customer. According to Hank Janhunen, Senior Systems Engineering Manager at Cisco Systems, "The traditional SE role has evolved beyond its technical recognition. The industry has noted a void in communication and presentation skills. As a result, there is a focus to shape both the hard and soft skills of engineers. As well, engineers must increase their knowledge of business issues and business drivers. They need to really understand what drives the customer's buying decisions. Technology must provide a business solution, and customers must see the value of the proposed solution."
Engineers must be focused on efficiency and effectiveness. The best quality product may not necessarily equal/ result in ease of use. It is not enough for a product to be brilliantly engineered. "An engineer's job is not just about the required solution. Selling boxes will not cut it anymore. Engineers must provide a real service. Integration is the key word." -- Jeff Westwood, Anda Networks, Director of System Engineering.
Clear Communication
Employers want engineers to write and speak with clarity and precision about all job-related issues. Their public speaking and presentation skills must be at an advanced level. This means that when communicating, engineers need to focus on hitting the high points. When writing they must compose tight, clean descriptions or directions, material that can be acted on by others. Engineers must also be able to relate complex ideas to people with varying backgrounds. They must be able to marshal their thoughts and communicate them rapidly and well when an opportunity arises.
The Team
Employers want team players, which is no surprise. In fact, the concept of a team-based work structure is common in most IT organizations. It is vital that all newcomers integrate effectively into the existing team structure. Being a team player means asking for help when necessary, sharing knowledge, and encouraging the involvement of others. Most employers today strive to measure potential fit by comparing a candidate's personality traits against the existing team. In general, we are seeing a trend that employers will forego a certain degree of skill and technical competence in order to find the one person who best balances out an existing team. "Never before in business has the adage 'the whole is greater than the sum of the parts' been more true. Sales, SEs, Marketing, and Management need to work as a cohesive team in order to provide a true win/win solution for both the company and the customer. My favorite analogy is that of a sports team. We've all seen teams with wonderful individual talent that will continually lose to teams with less talent but better teamwork. Every member of the team must be able to trust and rely on his/her fellow members. Once that trust is established, the team has begun to build the framework or backbone for consistent success." -- Al White, former Director of Canadian Sales, Redback Networks.
Buy or Build
Employers are constantly making the decision to buy or build skills. Skills learned elsewhere may not always be applicable and transferable. Employers may opt to hire the right person, with potential, and begin a training process, once they verify the aptitude is in place. In many smaller companies as well, managers choose to hire people with the desired traits and right personality and then develop specific required skills. In general, we are seeing a trend that employers will forgo a certain degree of skill and technical competence in order to find the one person who best balances out an existing team.
Play it Straight
If the profile of the ideal candidate shapes hiring decisions, engineers must find ways to communicate to employers about this ideal. Engineers should not expect or attempt to match every aspect of the ideal. Instead, focus on your strengths and avoid selling qualities you don't have or experience that is meaningless. One's greatest return throughout the hiring process and afterward, on the job, will come if you leverage areas of personal strength rather than promising in areas of weakness and finding yourself unable to deliver on the promise. "Under promise and over deliver. " Employers value honesty. It is key to find real ways to meet the real expectations of employers and to be honest with yourself and the employer when you can't. Play it straight!
Staying Marketable
The importance of continuously upgrading and expanding your skills cannot be overstated. IT employers are placing an even greater value on diversity of experience. Acquiring experience in new business development and in turn around situations is also highly valued by employers. Because rapid and constant change has become so intrinsic to doing business today, flexibility itself is regarded as a core competency. Leading edge companies -- those that consistently outperform the competition and which tend to be the most selective in their recruiting process -- place a premium on job candidates having a wide range of experience. It is for these reasons that particularly early in one's career, it is advisable to obtain international experience and, still more important, cross-functional experience. According to Michael Corcoran, VP of Sales and Marketing for Fsona, "The era of specialization is over. Whether in Engineering, Sales, or Marketing, you must have broad experience and a broader view because of constant changes in the market and new developments in technology. There is a growing need for people to think laterally and creatively -- this is where you will generate value. Having the vision to understand how things today will fit and affect your future are key. The best companies know this. As they face multiple crises with multiple effects, they are actively seeking employees that can think and see outside the box, and are aware of the bigger picture. Those that can see change as a leverage for new opportunity are well positioned for success."
Industry Recognition
Increase your visibility internally and externally. Get to know the leaders in your industry. Start at the top and build personal relationships. Get acquainted with your peers in competing companies to open up and establish channels for continued networking. Write articles for trade journals. Getting published in a related trade magazine or publication will give you exposure and can open up career opportunities. Effective networking and achieving a high level of visibility is key. Engineers need to forge strategic alliances, stay close to the competition, and take the time to know what they are doing. Engineers also need to look at leading companies in complementary industries: what are these companies doing that your company has not tapped into? What knowledge do they have that you can use? How can you take what they have done and improve on it?
Career advancement can be like the maze of lines on a road map: there can be many different routes to the ultimate destination. As with any strategy, career mapping depends on possessing accurate information about the steps to be taken and what skills and abilities are needed. To be successful, engineers must be open to a new way of thinking; a fresh perspective, high-energy, enthusiasm and new ideas; coupled with the ability to communicate well with customers, peers and competitors. These qualities are essential in maintaining a competitive advantage.
Engineers need to be on the lookout for opportunities to learn more about technology and marketing, and stay on top of industry trends. They must always be upgrading and expanding their business skills as well as their technical knowledge. It is important for engineers to remember that they are the product, and that they must constantly reinvent themselves.
Carolyn L. Wright holds an Honors B.A. in psychology and science, technology, and communications. She is president of in.touch Recruitment Services, Toronto, Canada. in.touch provides strategic staffing services for major vendors in the networking and communications industry, with a particular focus on systems engineering, sales, and project management. She provides individualized training and focus groups in career planning and research, skill assessments, interviewing techniques, coaching and career transition.
http://www.itrs.ca; fax: +1-416-968-2581