People. You can’t build a successful IT services business without them and, despite the quantity of raw recruits available, finding those with the right mix of skills and personality can be a major challenge. Yet many VARs and MSPs continue to invest minimally (if at all) in their HR activities. Recruitment frequently begins well after a specific need arises, typically forcing the provider to settle for a less than ideal candidate. Many small firms fail to develop and update job descriptions for their employees. Evaluations happen infrequently, if at all, and sometime only at the request of workers themselves.
It may sound harsh, but a fair number of IT services firms get a failing grade for their HR management plans and capabilities. Several factors play into that situation. First off, VARs and MSPs excel overall at the technological aspects of their business. They may dream in computer code, or be able to design a client’s VoIP system blindfolded. Their passion around networks and data protection are often insatiable — but asking a tech professional to spend a day interviewing sales candidates may push them over the edge. For some, it’s simply not in their skill set (or mindset).
The second factor that limits channel HR planning is time. With so many moving parts in a thriving IT services business, the personnel function commonly gets neglected. Why focus on recruitment is the current team seems happy and the operations are running smoothly? At least until it doesn’t, or someone quits. Training (and cross-training) also eats into billable time and may require key employees to step away from their daily activities. Who fills the void?
When expanding and backfilling positions, a proactive recruitment program is essential. Unfortunately, the “s” side of the SMB IT channel typically handles the HR function as an afterthought. If their management teams want to be successful in an ever-tightening IT skills market, that approach needs to change. VARs and MSPs must develop comprehensive HR programs and be more proactive in their recruitment activities.
In fact, recruitment could get a lot tougher if the skills gap continues to expand. As CompTIA CEO Todd Thibodeaux emphasized in his keynote presentation at ChannelCon, “by our estimate, there is currently a 15-percent shortfall. We just aren’t attracting enough people and the younger generation isn’t interested in a career in IT.”
That shortage is hitting some areas quite hard. Skilled professionals may not be available and, if they are, providers may not be able to afford their services. That’s why a proactive HR strategy is essential, and should start way before the next hire is needed. What can IT services companies do to improve their odds of attracting the right talent at the right price?
- Be a great employer — easier said than done, an IT firm’s reputation can be its best recruitment tool. Younger (and many older) professionals are more “take charge” in their own careers today. Many seek out progressive/engaging workforce environments, and look closely at prospective employers’ online reputations and rankings.
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Set realistic expectations — Do you give prospects the “full scoop” about your business? Recruiting is essentially a sales process, highlighting the job responsibilities and benefits that the best candidates will appreciate. The problem is, without full disclosure on working conditions, the environment and the management team, that “future star” may become a short-term employee. Negative conditions should be improved whenever and wherever possible. But in the mean-time, honest is always the best policy. Let prospects know what they’re in for and talk through potential issues (while listening closely to their responses). If they’re the best candidate and still interested after that discussion, you’ve created a good foundation for what hopefully will become a great working relationship.
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Take the unconventional route — What your business needs may not be what you’re looking for. Don’t rely on the traditional hiring methods to find good people. Raw sales or technical talent may be right in front of you; waiting on your family in a local restaurant, working in your gym, or tutoring your kids. Those with outgoing personalities and the ability to form fast friendships may have what it takes to land new managed services contracts (with the right training and mentoring, of course). Or the receptionist at your doctor’s office, the one with a knack for details and solid communications skills. She (or he) may be the perfect candidate for helpdesk.
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Offer the right incentives — Is the firm competitive? Top prospects often have multiple job prospects, and many may be outside the IT services industry. How do your financial incentives, benefits and work environment stack up versus other businesses in your area? The position and personalities matter. What works well for technicians and engineers might not fly with a high-caliber sales professional. It might be a higher salary or a game room to use during breaks. No one thing works universally. One best practice is to annually evaluate the company’s competitive recruiting position and make whatever adjustments are necessary.
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Cast a wide net — recruitment is no longer local. The process needs to be regional, at a minimum, but when recruiting for specialized positions, expand the search across state lines to find the right people. If the position has stature, relocation has more appeal (though you can expect moving cost reimbursement to become part of the conversation).
Whatever your approach, be sure to leverage all the available tools to ensure recruitment success. The list of available resources continues to rise; many at no-or low-cost. Community job boards and local online help-wanted ads work great for entry-level and general skills positions. LinkedIn and other social media sites expand the geography, as do job listings on national recruitment pages. Look to peer groups (like CompTIA Communities) and those in your vendor and distributor network to spread the word.
The goal of every successful recruiting programs is to get talented individuals to positively need to work for a specific company. Has your business achieved that hiring nirvana (or as close as you can possible get)? If not, determine what things may be holding you back — and fix them.
Brian Sherman is Chief Content Officer at GetChanneled, a channel business development and marketing firm. He served previously as chief editor at Business Solutions magazine and senior director of industry alliances with Autotask. Contact Brian at Bsherman@getchanneled.com
