Multiple studies have shown that only about 7% of IT graduates are employable. Despite this, technology firms continue to be involved in the cyclic churn of supply and demand for the right talent. Technology companies have found a solution to the employability gap by hiring candidates based on their ability to learn and then training them as per business needs. However, the need to filter the right talent will continue to exist.
Let’s take a look at five tips that can be helpful in identifying a suitable candidate for a technology firm:
Evaluate a candidate’s potential
The pace of technology upgrade will continue to create a demand for newer skill sets and job roles. While this change may be visible across verticals, it is likely to be a big one for the IT industry. For instance, the role of a software developer is now not only to develop codes but also to create superlative experiences in addition to the products. This overlap would require someone who is an expert in coding, possesses good communication and negotiation skills, can manage internal and external stakeholders, and is versatile.
As the roles in IT are evolving, candidates must have the potential to upskill themselves to stay future-ready.
Look for someone with a passion for technology
The role of technology has grown by leaps and bounds during the pandemic and is expected to witness a further surge in the post-COVID era. Those with passion for technology can be the right fit to take the enterprise to the next level through their insights, thereby making it an important factor to look for in a potential employee. Skills can be developed but passion is worth investing in.
Ask a few open-ended questions about the future of technology and what inspires them to pursue a career in this field. The candidate whose eyes light up while intelligently answering these questions is the one who should be hired!
Assess candidate’s EQ and SQ
The importance of emotional quotient (EQ) and social quotient (SQ) is no longer restricted to people-oriented roles. Historically, the best coders have been those solely focussed on the technical aspects of their job. That is the thing of the past. Interpersonal skills have now become crucial across roles and departments. As the role of a developer evolves, their focus expands to include customer satisfaction and cross-functional engagements.
Profiling candidates through their social media accounts, observing their behaviour outside of the interview, and using behavioural interview questions can help recruiters understand the EQ and SQ of a candidate. A good recruiter needs to see a candidate beyond their qualifications to gauge their potential and predict their growth opportunity in the organization.
Explore candidate’s inquisitive side
A constant quest to learn, understanding cause and effect, analysing problems, and coming up with solutions are new-age skills required for a successful career in IT. Recruiters should pose questions that can give a good view into the thought process of a candidate – are they able to connect the dots, process data, and understand problem statements?
Additionally, recruiters can assess a candidate’s resourcefulness and analytical abilities based on the methods used and level of research done by them to learn more about the organization.
Identify attributes that fit the organization value system
Chart out the attributes of the current and past employees to gain a better understanding and clarity of the job role, thereby ensuring the correct fitment. Feedback from exit interviews could give a good indication of what might not work, while the assessment of high performers could highlight what would work for a successful association.
However, recruiters need to avoid overemphasising on the shortcomings of previous employees since the limitations for everyone can vary. It is critical to be able to identify and nurture the attributes that work for the organization.
The above tips would work even better if the recruiter or hiring manager is able to make a candidate feel at ease during the interview. A conversation, rather than an exchange of question and answers, is likely to give a much better understanding of the candidate’s psyche. A word of caution, though. Recruiters need to be able to avoid the charisma trap that could take precedence during the interview.
The final goal is to bring out the real persona of a candidate who not only fulfils the functional criteria but also aligns with the culture and values of the organization.