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September 08

By: Shane Hasert, CISA

You don’t buy insurance with the hope of ever using it - it is a ‘just in case’ protective tool. With that same mindset, organizations assemble, document and test an all inclusive Business Continuity/Disaster Recovery plan. Within this plan geographical disruptions (i.e. hurricanes in the South, tornados in the Midwest, earthquakes in the West) all get addressed by organizations along with more remote, yet global possibilities (i.e. terrorism, war, power outages and fire). However, one thing that is being left out of organizational planning is Pandemic preparedness.

No longer is “in accordance with World Health Organization/Center for Disease Control recommendations” an acceptable response. Since the recent outbreaks of SARS, H1N1 (swine flu), H5N1 (avian flu) and the potential threats being watched for the future such as viral hemorrhagic fever and antibiotic resistant micro-organisms - just to name a few - properly prepared organizations need to consider the following:

• What happens if 40% of my staff (or more) is affected?
• How could I maintain (at least) 80% production capabilities?
• Could our model be maintained for an 8-12 week event?
• What happens if my client is affected and the requirement for services were to increase by 50% or more?

Most of the solution is, actually, easier than you might think - AND it may already (at least in part) be in place.

Organizations with a formal telecommuting plan and associated security technology in place (i.e. secure VPN protocols and/or supporting appliances or software) are already prepared for this type of emergency. Your next step - DOCUMENT and TEST.

If your current business model does not support telecommuting, secure remote access, VPNs, etc, the cost of implementation and support are well below the benefits associated with addressing the real risks associated with modern business preparedness.

About the Author
Shane Hasert, CISA

Mr. Hasert joined CDI in 2001 and is a Senior Delivery Manager and lead for the IT Security & Risk Management domain. As a 20-year veteran of IT infrastructure, operations and security, he has held a Top Secret clearance as a result of more than 13 years of service and interaction within the Air Force Intelligence Agency, the Air Force Information Warfare Center, the Air Force Special Operations Command-Intelligence Directorate, the National Security Agency (NSA), the Defense Intelligence Agency (DIA), the Central Intelligence Agency (CIA), and the Drug Enforcement Administration (DEA). In this capacity, he has an expert background in various disciplines (technical and managerial) of security, auditing, intelligence, counter-intelligence, exploitation mitigation and ethical hacking.

on 9/8/2010 7:47 AM by Canning, Mike

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September 01

Legacy Troubles are Right Over the Horizon

By: Jim Patrick

New compliance and governance requirements will no doubt have a significant impact on today’s IT organizations. These requirements make change not just a ‘nice to have’, but a ‘have to have’. An additional challenge for companies, institutions and governments is that the mainframes of yesteryear are still here today, now referred to as Legacy Systems. These once green screened behemoths are still the technology foundation for the vast majority of Fortune 2000 companies’ daily IT requirements and each day the scarcity of legacy talent increases.

When scarcity turns to extinction, these companies, institutions and governments will find themselves desperate for skilled resources. Fortunately for many, the mainframe Armageddon expected on January 1, 2000 did not occur. However, many businesses that relied then, as they do today, on their mainframes to compute to the next day, are in the same position now, ten years later.

The caretakers of these marvels of the 70s, 80s and even 90s have long since grayed out; some passing on to the big computer room in the sky. Although the torch waits to be passed to the next generation of caretakers, the Millennials are nowhere to be found. North American youth no longer flock to the best of the best IT schools in the numbers of previous generations. Most young technical gurus have little or no interest in caring for mainframe dinosaurs, as doing so can limit their skill base and careers. ‘Back to the Future’ is not an option that many Millennials are likely to buy into. These are children of new technologies – newer, faster and better is all they have ever known for their entire lives. Working on their grandparent’s IT platform will not hold their interests or imaginations for very long.

It is estimated that 72% of employers have no plan in place to transition the critical data housed inside of old technology platforms onto newer technologies. Existing mainframe professionals will continue to get even scarcer as time marches forward. Today, 80% of those who work to support mainframes are 55 years of age or older and 330 Baby Boomers retire every hour. Realistically, a third of this available talent pool could be shortly facing another inhibitor; their own failing health or the health of a spouse or parent of whom they will become caretakers.

One solution would be to use an outsourcing company that has a vested interest in employing these IT legends. Outsourcing companies can provide technology workers with the benefits that are hard to obtain at senior ages such as life insurance, primary or supplementary health care coverage and can even possibly offer flexible work schedules or job sharing opportunities.

Bringing back or retaining the senior IT talent is a ‘have to do’ in order to avoid a total IT meltdown.

About the Author
Jim Patrick

Mr. Patrick recently joined CDI IT Solutions. He specializes in change management and business process improvement. He is a social scientist and former senior executive with over 35 years of business experience. Mr. Patrick produced and was featured in over 1,600 radio commentaries under the title ‘90 Seconds for the 90s’ which aired on select CBS and CNN affiliates (KRLD in Dallas / Fort Worth) and discussed changes in business and trends. Mr. Patrick was also a news correspondent, covering major news and business stories such as the World Economic Summit, terrorism in the first Gulf War and business change and economics.

Other past experience includes Vice President level positions with several Fortune 100 corporations including GE. During his 10 years at GE, he was part of the Jack Welch era change team and he created GE’s BPO business in the Southwest. In the mid-eighties, Mr. Patrick founded American Airlines’ “think tanks” under the infamous Bob Crandall that examined and predicted trending for a twenty-year period. He also managed several AMR subsidiaries.

on 9/1/2010 7:24 AM by Canning, Mike

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August 25

Bridging the Skill Gap

By: Eric Kinsey

Finding a project manager with 15 years of experience who writes JAVA code, has been through two complete ERP implementations and will offer technical support sounds like a tall order, right?

In today’s economy many companies seek to condense several positions into one role in order to maximize their hiring investment. The result is an overly aggressive set of skills in the job requirement, creating a virtually impossible-to-find resource. Inevitably the recruitment process drags on for months as recruiters offer polite excuses as to why they cannot meet their client’s overly ambitious needs. Meanwhile, the client begins to see slippage of project deadlines and increasing demands from the business.

How did this happen? It is possibly a combination of several things. When a key resource leaves the company for another opportunity, the immediate reaction is to backfill the position with a resource holding the same skill set for a seamless transition. What is often overlooked is that the key resource worked his/her way up through the company over time, occupying several varied roles which gave them a truly unique combination of skills. Simply trying to find a new corner piece from another jigsaw puzzle to fit yours is challenging at best.

Another possibility is that budget cuts over time have limited the ability to backfill. When (finally) given the approval to hire to meet the demands of a critical project, you are able to only backfill one position when you really need to fill three.

What is the best way to resolve this issue? In these situations, recruiters show their true value. By partnering with a recruiter, you can collaboratively assess your needs by creating a detailed explanation of the business problem and identifying the ideal solution to bridge the skill gap within your organization. Solutions can run the gamut of bringing in several lower level resources to support one heavy hitter or setting realistic expectations of what one role can truly accomplish. In any case, your recruiter can inform you what the candidate pool has to offer and what those talented people are demanding in return.

So, instead of letting projects extend and critical business needs go unaddressed, consider partnering with your recruiter today to set realistic recruitment goals. You will find the sooner you engage your recruiter as a partner and not a vendor, the sooner you will bridge the gaps within your organization and start realizing progress on your business objectives.

About the Author
Eric Kinsey

Mr. Kinsey is a Client Executive with CDI IT Solutions with over 9 years of technical sales experience. As a technology partner, his primary focus is the understanding of his clients’ business objectives and creating solutions to meet their goals. Mr. Kinsey brings industry knowledge to clients and industry focus groups, and has delivered presentations to associations such as the Project Management Institute and Help Desk Institute. Additionally he donates time to local charities assisting those recently displaced as they prepare for their impending job search.

on 8/25/2010 9:59 AM by Canning, Mike

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August 18

Time for Risk Adverse CIOs to Take Action

By: Jim Patrick

CIOs have faced countless edicts to ‘cut costs; don’t increase staff; show improved performance’ and to do so with a reduced budget. It is no wonder that CIOs have become somewhat risk adverse. Many CIOs are highly-educated business analysts in their own right. They were once filled with the vigor of early technology adopters; excited to improve the financial position of their corporations.

Is it time to create and recreate the corporate IT assets for the remainder of the 21st century? Absolutely, however a huge backlog of projects stands in the way.

The skill sets required for newer, faster and more ‘hip’ technologies are scarce, while the talent to keep legacy system running are even scarcer. CIOs are hesitant to fire up their IT engines to full speed ahead not because they do not know how to do so, but because they are unsure of the Board of Directors long-term commitment.

There has to be a solution in lieu of IT grid lock, and it starts with first leveraging existing in-house IT resources to meet the immediate and near-term requirements. Select those human assets that are ‘must keeps’ to act as the ‘anchors’ for the IT metamorphosis. Then, make an investment to retrain those existing resources that have the potential to become the ‘core’ for the new cutting edge applications. The next challenge is to sell the Board on this investment – there is really no other direction short of a merger with a company who has made the change already.

CIOs cannot back down and must assume the risk while potentially putting their career on the line if they really want to make a difference. This means finding additional technology-savvy resources quickly that will make the difference going forward. Some of these resources will become new FTEs with special skills while others will be ‘rented’ to get the projects done and then leave. Bigger is not the answer, but agile and effective is the right option.

Use contracted resources who take on full responsibility for either legacy or segments of future systems, or both. Re-badge those employees who won’t make the cut long-term and then consolidate all 1099 contractors into a single ‘change army’. Mix resources to keep the costs flexible enough to expand or contract quickly and to also get the metamorphosis started.

An old boss of mine gave me a sign a longtime ago. It read ’Lead, follow or get out of the way!’ Real leaders find solutions regardless of the risks, all the rest just work on the problems continually.

About the Author
Jim Patrick

Mr. Patrick recently joined CDI IT Solutions. He specializes in change management and business process improvement. He is a social scientist and former senior executive with over 35 years of business experience. Mr. Patrick produced and was featured in over 1,600 radio commentaries under the title ‘90 Seconds for the 90s’ which aired on select CBS and CNN affiliates (KRLD in Dallas / Fort Worth) and discussed changes in business and trends. Mr. Patrick was also a news correspondent, covering major news and business stories such as the World Economic Summit, terrorism in the first Gulf War and business change and economics.

Other past experience includes Vice President level positions with several Fortune 100 corporations including GE. During his 10 years at GE, he was part of the Jack Welch era change team and he created GE’s BPO business in the Southwest. In the mid-eighties, Mr. Patrick founded American Airlines’ “think tanks” under the infamous Bob Crandall that examined and predicted trending for a twenty-year period. He also managed several AMR subsidiaries.

on 8/18/2010 10:33 AM by Canning, Mike

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August 11

Project Management Tailoring

By: Michael Kerman

Every year, I see more and more PMI-certified project managers and an endless parade of enterprise-caliber tools and platforms designed to better manage and develop IT projects. However, according to industry data from The Standish Group, only approximately 32% of IT projects are successful. The remaining are either complete failures or are “challenged”, meaning they are late, over-budget and/or missing critical functionality. How can this be given all of the investment that organizations have made in people, processes, tools and methodologies?

Many critics focus on the “fuzzy” front-end of the process, the definition of project and requirements, as the main culprit. In the 7/12/2010 issue of InformationWeek, Karl Wiegers refers to the still-astounding failure of the FBI’s Virtual Case File Management system. After an investment of $170M and 700,000 lines of code, this project was scrapped primarily due to poorly defined and communicated requirements.

However, I believe the biggest culprit is the development process itself. In an effort to achieve “a standard approach”, most organizations create (albeit over time and not intentionally) a large, one-size-fits-all process that is imposed on any IT project that requires funding or resources. While this sounds noble and well-meaning, this approach cripples small and medium-sized projects by subjecting them to the same rigor, documentation efforts and scrutiny as larger projects. This makes sense but is easier said than done.

To reduce this unnecessary overhead and cost, companies should look to create a “tailored” development methodology. In this model, a common ranking or evaluation criteria is applied to all IT projects to determine their relative level of risk, effort, resources, etc. Based on these attributes, different assets, such as a business plan, testing policy or documentation template, are applied. Following this to its natural conclusion, small projects would require less work, fewer documents and fewer meetings compared to medium or larger projects.

Skeptics will argue that this is creating different processes for projects or allowing projects to “cut corners”. Rubbish. All projects will have certain basic business and governance requirements, so there are not any process, standards or compliance violations. Instead, this approach simply aligns the documentation and oversight rigor with the risk and complexity of the project.

By implementing a tailored project methodology, organizations can accelerate the delivery of smaller (and less risky and complex) projects while still maintaining adequate controls and management rigor. Furthermore, organizations can expect to see IT project success rates rise to 60% or higher while also reducing the costs associated with excess documentation, meetings, travel and administration.

About the Author
Michael Kerman

Mr. Kerman is a Director of Solution Development at CDI. As a 25-year veteran of the IT and high-technology industry, he has held executive-level engineering and marketing positions in Fortune 1000 companies and has conducted business in more than 20 countries. Mr. Kerman has helped develop and deliver hundreds of software, hardware and service-based solutions for midrange and enterprise clients. Additionally, he is a sought-after speaker on topics ranging from marketing campaign design to IT strategy and mentors business school students and entrepreneurs in his free time.

on 8/11/2010 10:53 AM by Canning, Mike

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July 30

Effective Usage of LinkedIn for Your Job Search

By: Kevin Goldstein

Over the past few years, social networking sites have become one of the primary tools in connecting job seekers with prospective employers, and LinkedIn is currently one of the best and most popular sites for this purpose.

The first step to using LinkedIn successfully for your job search is to have a memorable profile. It must stand out and represent you as a top-notch candidate. Below details some of the basics of setting up and maintaining a profile that will differentiate you from other job seekers.

Setting up your profile completely
If you have decided to have a presence on LinkedIn, you need to fill out your profile completely. By only partially filling out your profile, you risk representing yourself as someone who only does things halfway, and this can be severely detrimental to your job search. You can have a short, succinct profile that is completely filled out. Be sure to take the time to complete all the categories.

Getting found
In order to increase your chances of finding positions through LinkedIn, it is important to create a profile that will enable you to be found. In your summary and descriptions, you should list your strengths and accomplishments, not just what you were responsible for in your past positions. In addition, use words that will pop up in the keyword searches that are being done by recruiters and HR representatives.

Building your network
The more people that you are connected with, the greater the chance you will come in contact with someone who can help you in your job search or hire you directly. You should develop a strategy to build your contacts regularly.

Posting a picture
Putting up a professional and clear picture of yourself serves to differentiate you from the multitude of faceless names on LinkedIn. Some people have casual pictures up, which are also fine, but steer clear of anything that might not represent you in a positive light. Save the beer drinking photos for other social sites.

Getting endorsed
What others say about you is very powerful, and by having a healthy list of endorsements, you drastically increase your marketability as a candidate. Utilize current and past colleagues, managers, clients, and even friends who can speak to your professional accomplishments to build this section of your profile.

LinkedIn has over 70 million users and recruiters are increasingly using this application as one of their de facto recruiting tools. Don’t be left behind. By following the simple steps I have outlined, you will be positioned in line with the 21st century job seeker, and ready to secure your next position.

About the Author
Kevin Goldstein

Mr. Goldstein joined CDI in 2009 in a leadership capacity as a Senior Fulfillment Manager for the Midwest region. With 10 years of experience in IT services and talent management, he brings knowledge in the areas of staffing delivery, business development and strategic leadership. In his current role, he is responsible for managing the fulfillment process to meet strategic business objectives, coordinating workflow and aligning with clients to generate revenue. Mr. Goldstein frequently writes and speaks on topics such as social networking and job search strategy.

on 7/30/2010 10:45 AM by Canning, Mike

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July 14

Software Asset Management: A Primer for ISO/IEC 19770

By: Jeff Crump

Too many software licenses and you pay too much. Not enough software licenses and you’ll pay a fine.

Welcome to the world of Software Asset Management.

Before we dig too deep into ISO/IEC 19770, let’s focus on the difference between IT Asset Management (ITAM) and Software Asset Management (SAM). According to the ISO, ITAM is “the process responsible for tracking and reporting the value and ownership of IT assets throughout their lifecycle,” whereas SAM is “the process responsible for tracking and reporting the value and ownership of software assets throughout their lifecycle.” Therefore, SAM is a subset of the more holistic ITAM.

Unless your job is specifically to manage IT assets (including software), then you may have missed some recent (and not so recent) changes in the software asset management space. Back in May 2006, the Software Asset Management Processes standard (ISO/IEC 19770-1) — also known as dash one — was released, which provided outcomes-based best practices for establishing and managing software assets. Outcomes-based practices allow organizations to establish their own unique processes instead of following hardened processes and procedures in a one size fits all manner.

Dash one was designed to closely align with ISO 20000, which you may recognize as the ISO standard derived from the popular Information Technology Infrastructure Library (ITIL) framework for effective IT service management (ITSM). The goal of dash one was not only to provide a means to satisfy software asset governance requirements but to also provide support to overall ITSM.

Because managing software assets can be a complex task and processes alone are not sufficient, the Software Identification Tag standard (ISO/IEC 19770-2), or dash two, was developed in 2009. In order to manage software assets, you must first be able to identify them. Dash two became a standard to provide an authoritative means to identify installed software and other licensable items such as copyrighted material or fonts.

The identification function of dash two is accomplished by software tagging, or XML files “containing identification and management information about a software product, which is installed onto a computing device together with the software product” (ISO, 2009). The tag is expected to be created by a vendor along with the software development. However, there are methods to implement tags for existing installed software that do not have identification tags.

So, dash one and dash two provide standards for software asset management best practices and the means to identify installed software. But there is one very important piece of the puzzle missing: - entitlement. In other words, is there a valid license for the use of the installed software asset?

Work is currently underway for the development of a Software Entitlement Tag standard (ISO/IEC 19770-3) that is designed to provide “a software asset management (SAM) standard for software licensing entitlements” (ISO, 2010). This new standard, dash three, will make it possible “to optimize reconciliation of installed software licensing entitlements” (ISO).

Why should an organization care about software asset management? The answer is simple: business value. Through effective software asset management an organization can:
• Save money. By clearly articulating its vendor software utilization and needs, an organization can take advantage of volume licensing or discounts.
• Control risks. Software asset management can help control risks associated with IT security, governance, and license agreement violations.
• Manage IT complexity. By identifying and understanding which versions of what software is installed where in an organization, upgrades and enhancements can be targeted appropriately in a proactive manner.
• Optimize software usage. Effective software asset management ensures that only software that is needed and used by end users and applications is actually installed and licensed.
• Appropriately plan for growth. By reconciling what is currently licensed to what future license needs will be an organization can plan appropriately for future growth.

Software asset management should be near the top of every CIO’s to-do list because it helps to establish full visibility of the IT environment and can lead to significant cost savings. In addition, it provides a centralized means to manage software assets, which is essential to establish before determining additional vendor software investments.

About the Author
Jeff Crump

Mr. Crump is a Client Executive with CDI with a specific focus on selling IT professional services and sourcing solutions to clients in the Arizona, Nevada, and New Mexico markets. As a 25-year veteran of IT services sales and delivery, he brings a strong solutions-oriented, consultative approach to his clients. Mr. Crump is both Project Management Professional (PMP) and Information Technology Infrastructure Library (ITIL) certified.

on 7/14/2010 10:14 AM by Canning, Mike

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July 01

Working With An Agency

By: Ben Passman

Recently I attended a networking event where I knew there would be several people looking for work. When it was my turn to introduce myself, I did so as a ‘Professional in the Staffing Industry.’ Immediately I caught the attention of several people in the room. I could see their eyes light up with hope.

After the meeting concluded, one particular man approached me, and without any introduction said, “Those [expletive] recruiters never call me back!” Somewhat startled, I made it a point to dig deeper. He was clearly angry with whatever experience he must have had, and I wanted to find out more. “Sir,” I said, “Why do you think that is?”

“You know, those [expletive] recruiters don’t care about anyone but themselves,” he continued on a profanity-laced tirade. Not only did he have a bad attitude, but most of all he was unable to recognize that working with a recruiter is not as simple as sending in a resume and going to church on Sunday.

Regardless if you like recruiters, staffing agencies, headhunters, or whatever you want to call the people who work in the industry, the fact remains that agencies are a reality in today’s job market. You are not required to use an agency at all if you don’t wish, but if you decide to work with a recruiter or a staffing agency, be aware of the rules of the game.

Rule No. 1: Recruiters are people too! When you engage with a recruiter, be respectful. Recognize they are doing a very stressful job in a very competitive landscape, with very low margins and extreme pressure to deliver every day. Recruiters work their butts off to help YOU find a job. It is mind boggling to hear stories of candidates that yell at their recruiter, but it happens every day. I am sure you have heard the cliché; you attract more flies with honey - that holds true here too.

Rule No. 2: Not all agencies are the same. When you assess various agencies, keep in mind different agencies offer an assortment of benefits. Some offer free training and education. Some offer medical and other health related benefits. Some have personalized support for their contractors. Some have referral bonus plans and other incentives. But most importantly, different agencies service different types of clients. If you are looking to work with a small boutique company, then find a recruiter that works with small boutique clients. If you are looking to work for a Fortune 1000 company, then find a recruiter that focuses their efforts on that market.

Rule No. 3: Information changes in real time. Understand that today there may not be a position that fits your profile, but tomorrow there may be several opportunities. You must manage the relationship with your recruiter by communicating on a regular basis and making sure your recruiter is working for you. Do not get discouraged if weeks or months go by with no openings. Many people make the mistake of losing contact too early in the relationship building process and lose out on opportunities because of it. I hear recruiters all the time tossing around the names of the people they are in close contact with that might fit a position. You must maintain constant communication.

Rule No. 4: Keep a log. When you are working with a recruiter, it is important to know which positions you are being considered for and submitted against. In most cases, people have more than one recruiter working to help them find a job. In this case, you have to communicate to each recruiter the positions you are interested in and the ones you have been submitted to. If you don’t, you run the risk of being submitted to the same position by more than one agency. Not a good thing. If this happens, you may burn the bridge with each recruiter and could be disqualified for that position automatically. If you are applying for positions on your own, you must keep a log and communicate these to your recruiters too.

Rule No. 5: Too many recruiters are too many. At the most you should have three agencies working for you. If you only have one, then you limit your odds of finding the best opportunity. If you have more than three, you face the pitfall of being over represented in the market. Find two or three recruiters that you get along with personally, that you believe has your best interest at heart, and that maintains an open dialog with you.

As you can see, working with an agency or a recruiter is not that tough. Use your common sense. Treat your recruiter as your potential employer. Recruiters have a wealth of knowledge, and have deep connections in the hiring community. I believe the man that I met had a bad experience because he did not follow any of the rules. He had a very bad attitude and he was totally unprepared for the process management required to effectively work with a recruiter. Remember, when you are looking for a job, you have to make finding a job your job. You must be the manager of your own career.

Best of luck in your job search.

About the Author
Ben Passman

Mr. Passman is a sales professional who joined CDI in 2008. With over 14 years of sales and sales management experience, he excels in the areas of business development, building customer relationships and public speaking. In his current capacity, he is responsible for growing revenue in the Southwest region with strategic accounts for information technology services in Consulting, Outsourcing and Staffing. Additional responsibilities include partnering with the delivery organization to help clients meet their short and long-term business objectives.

on 7/1/2010 11:07 AM by Canning, Mike

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June 15

Ignoring Process Improvement Increases Business Risk

By: Ed Giebel

We’ve all been there - facing the pressure to do more, better, faster, and with less. Often, the trouble is the faster you try to go, the slower things seem to move. As cost savings are forced, organizations look to trim activities that at first glance appear to add cost and slow down the task at hand. But without assuring proper alignment of IT projects with business goals, an IT organization can find itself doing evermore while at the same time business leaders are asking “What have you done for me lately?”

As discussed in my white paper, In Tight Times, Ignoring Process Improvement Increases Business Risk, close alignment of business goals with IT projects is tantamount to the success of the IT organization. While small, tactical projects may have immediate payback for the business, they may help mask inefficiencies or poor business process design. By engaging senior business managers in helping to decide which projects have a business value commensurate with the cost; IT managers have a greater chance of success and will have a positive impact on the growth of the business.

Today’s business climate also requires the courage to know when to pull the plug on a project that is either no longer aligned with business goals, has become less important than other opportunities or is simply out of control – either in being late or running over budget. In this last case, IT organizations need to be honest with business leaders about the chances of a project “recovering” and hitting a revised schedule or cost estimate. If the reality of a revised schedule or budget requires everything to go absolutely perfectly, chances are slim it will happen. Be honest, and don’t be afraid to make a hard decision. If you can’t, someone else will, and it might cost you your job.

About the Author
Ed Giebel

Mr. Giebel is a Service Desk Subject Matter Expert who joined CDI in September 2007. A former VP of IT Architecture at a Fortune 200 company with over 30 years of IT experience and over 10 years of IT operations process improvement experience, Mr. Giebel has extensive knowledge of enterprise and application architecture, as well as implementing business strategies through the application of technology. Additional areas of expertise include service desk and service management, legacy application modernization, application reliability and quality and processes.

on 6/15/2010 8:07 AM by Canning, Mike

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June 01

Starting the Job Search - Make Finding a Job Your Job

By: Ben Passman

As a staffing industry professional, it’s astounding to me the number of job hunters I encounter who are quite casual about the actual search process. Many have been out of work for at least three months and most express concern over their financial situation. Yet, when I give them my business card and suggest I may be able to help, the responses I get range from no call at all to a call with “attitude” as if I did something wrong by not calling first. That won’t work.

It’s time for you to make finding a job your job.

In today’s job market, you have to dedicate 40+ hours a week – every week – to identifying opportunities and effectively engaging those opportunities in order to get the job you’re looking for. If you don’t, someone else will.

The best thing you can do to get your job search underway is to open up your Rolodex and start making calls. Your personal contacts are going to be the best way to uncover an opening and get a recommendation from a trusted friend. It doesn’t matter if a contact is in your field or not. There’s a chance they may know someone who is or that their company has a department that fits your profile. You just never know so don’t leave anyone out.

Social networking is also proving to be a key asset to a successful job search these days. Do some networking on social media sites like Facebook and LinkedIn and attend job fairs. These are great ways to let people know you‘re out there and what it is you’re looking for. Get creative and find ways to use your network to uncover new leads. This is still a vastly unexplored realm and people are trying all kinds of things – it’s up to you to find a way to penetrate the noise and get your message out to your connections.

Remember also to keep a log of the positions you apply for, who you talked to at the company, if you went on an interview(s), and your personal feedback or notes. This is all important to know… especially if you get involved with a recruiter. The clearer your notes are, the easier it will be to sync-up the effort.

It’s time to take control of your career. Approach it seriously. Be deliberate. Stay focused. Remain engaged. Make finding a job your job!

About the Author
Ben Passman

Mr. Passman is a sales professional who joined CDI in 2008. With over 14 years of sales and sales management experience, he excels in the areas of business development, building customer relationships and public speaking. In his current capacity, he is responsible for growing revenue in the Southwest region with strategic accounts for information technology services in Consulting, Outsourcing and Staffing. Additional responsibilities include partnering with the delivery organization to help clients meet their short and long-term business objectives.

on 6/1/2010 1:00 PM by Canning, Mike

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