We gathered insights from top IT hiring managers through interviews on the Tech Talent Today podcast. Drawing from conversations with leaders, here are the top five soft skills to prioritize when hiring IT talent.

1. Problem-Solving Ability

Technical skills may help diagnose an issue, but problem-solving skills determine how effectively a candidate can find innovative solutions. IT professionals face complex, evolving challenges daily, and their approach to tackling problems speaks volumes about their capability.

Rob Diamond, VP Security Architecture/Engineering Manager, assesses this by introducing unfamiliar concepts during interviews. He observes how candidates apply new information on the spot, which reveals their problem-solving process and adaptability.

2. Adaptability

The tech landscape changes rapidly. New tools, frameworks, and security protocols emerge regularly, and the best IT professionals are those who can pivot without missing a beat.

Adaptable candidates are quick learners who embrace change, making them valuable assets in environments where priorities shift frequently.

3. Communication Skills

Strong communication isn’t just about speaking clearly; it’s about translating technical jargon into language that stakeholders, clients, and non-technical team members can understand. Effective communicators ensure projects stay on track and cross-functional teams remain aligned.

Sravan Muthiraj, VP Chief Product Owner, emphasizes that successful interviews are a two-way street. When hiring managers approach interviews with curiosity and aim to connect, candidates naturally reveal their communication style and ability to articulate complex ideas with clarity.

4. Emotional Intelligence (EQ)

Emotional intelligence is the ability to understand and manage one’s emotions while empathizing with others. IT projects often involve high-pressure situations, and professionals with high EQ navigate conflicts, offer constructive feedback, and maintain strong team dynamics.

Pasquale Cirullo, Vice President of IT, evaluates EQ by asking candidates why they left previous roles and what drew them to new opportunities. This approach sheds light on their self-awareness, motivations, and interpersonal dynamics—key indicators of emotional intelligence.

5. Time Management

IT professionals juggle multiple priorities, from tight project deadlines to unexpected system issues. Strong time management skills ensure they can deliver quality work efficiently without burnout.

During interviews, inquire about how candidates prioritize tasks or handle competing deadlines. Look for specific examples where they successfully managed time-sensitive projects without sacrificing quality.

Putting it All Together:

While technical skills get candidates through the door, it’s the soft skills that keep them thriving in your organization. Problem-solving, adaptability, communication, emotional intelligence, and time management are the cornerstones of IT success.

Want to dive deeper into how top IT leaders assess these skills? Check out the interview clips here: Work Together – Clearmont Technologies

The post Think Tech Skills Are Enough? Here’s Why You’re Wrong appeared first on Clearmont Technologies.

When hiring IT consultants, many managers focus solely on finding top talent at competitive rates – and rightfully so. However, it’s just as important to carefully vet the staffing firms providing those consultants. The way a firm treats its talent—offering benefits like health insurance, dental coverage, and 401(k) matching—directly impacts consultant well-being, job satisfaction, and ultimately, the success of your projects. Overlooking this factor could mean working with consultants who are disengaged, overextended, or constantly seeking better opportunities, which can affect productivity and project outcomes.

 The Overlooked Reality for Consultants Not every consultant has a spouse or family member with employer-provided benefits to lean on. For many, consulting is their sole income source, and the lack of benefits can leave them vulnerable.  A report by MBO Partners found that independent workers often face significant challenges in securing affordable health insurance, which can lead to financial stress and instability. Imagine trying to excel at work while worrying about affording medical care or saving for retirement. Consultants without benefits may face:

• Higher turnover: Seeking companies that can offer stability and support.
• High stress levels: Juggling health or financial insecurities on top of demanding projects.
• Decreased productivity: Concerns about personal well-being can lead to distractions and less focus on client needs.

Even consultants who do have access to benefits through a spouse or another source might hesitate to take on roles without benefits. Limiting access to benefits could narrow the candidate pool, leaving hiring managers with fewer options when sourcing the best talent.

Why It Matters to Hiring Managers As a hiring manager, you rely on consultants to deliver high-quality work efficiently. Without the stability that benefits provide, you risk losing your most skilled consultants or encountering underperformance.

Here’s why working with a IT staffing firm who offers benefits is a smart investment:

• Enhanced Commitment & Focus: Consultants who feel valued and secure—without worries about medical bills or retirement—are more engaged, motivated, and likely to stay with a project through completion.
• Access to Top Talent: Benefits make consulting companies more attractive, allowing them to recruit and retain the best professionals for your projects.
• Reduced Time and Cost of Turnover: Losing a consultant means starting over—wasting time on rehiring and training a new person and delaying project timelines as they get up to speed.

 Clearmont’s Commitment to Consultant Satisfaction: At Clearmont, we understand that satisfied consultants produce superior outcomes. That’s why we offer comprehensive benefits to our consultants, including medical, dental, and 401(k) matching. These benefits ensure our consultants can focus entirely on your needs, delivering the quality and dedication your projects deserve.

By supporting our consultants with benefits, we’re not just improving their lives; we’re giving you an edge. Hiring managers who partner with Clearmont gain access to a stable, loyal, and high-performing talent pool.

The Bottom Line Overlooking benefits isn’t just a consultant’s problem – it’s a risk for your project. Investing in consultants who are supported by benefits leads to better outcomes, stronger teams, and ultimately, greater success for your projects.

Are you ready to partner with Clearmont to ensure your consultants are supported, satisfied, and ready to excel? Contact us today to learn how we can help you build a high-performing team that’s committed to your success.

The post The Strategic Advantage: Why IT Staffing Firms Who Offer Benefits Deliver Superior Results appeared first on Clearmont Technologies.

The post Are You Sabotaging Your Tech Team’s Success? 5 Questions to Ask Yourself This New Year appeared first on Clearmont Technologies.

1. Don’t Come Unprepared: Familiarize yourself with the candidate’s background and have relevant questions ready. This sets the stage for a productive and insightful conversation.
2. Avoid Talking Too Much: Remember, the goal is to learn about the candidate, not showcase your own expertise.
3. Don’t Ask Illegal or Discriminatory Questions: Steer clear of queries about age, race, religion, marital status, or other protected characteristics. Also note if your state bans discussing salary history.
4. Avoid Making Snap Judgments: First impressions matter, but don’t let them overshadow the entire interview.
5. Avoid Overpromising: Be honest about the role and company culture to ensure a good fit for both parties.
6. Don’t Neglect to Explain Next Steps: Always end the interview by outlining the rest of the hiring process.

Don’t Come Unprepared

When you’re stretched thin, it can be tempting to glance at a resume just before the interview. But doing so risks missing out on truly uncovering the candidate’s potential—or overlooking red flags. To ensure a fair and thorough interview, it’s a good idea to have a list of job-related questions prepared in advance. Consistency is key; by asking each candidate the same set of questions, you can better compare their responses and ensure you’re staying within legal bounds. Job-relatedness isn’t just a best practice; it’s essential for avoiding legal issues.

Avoid Talking Too Much

When you’re talking, you’re not learning what truly matters to the candidate. By giving them the space to speak, you can discover their priorities and hot buttons, helping you better match their needs with what your company offers. This becomes especially crucial when trying to attract top talent who might have multiple job offers. Understanding their motivations allows you to highlight aspects of your company that align with their goals, making your offer more appealing.

Don’t Ask Illegal or Discriminatory Questions

In some states, it’s illegal to ask about salary history, and there are several other questions you should steer clear of. For instance, asking if a candidate is a U.S. citizen is off-limits; instead, you should ask if they’re authorized to work in the U.S. Similarly, asking when someone graduated high school or college can be problematic. These questions, though seemingly innocent, can lead to discrimination claims. Conducting effective interviews hinges on knowing which questions are legally permissible.  If you’re unsure, it’s always best to consult with HR or legal to ensure your questions are compliant with current laws.

Avoid Making Snap Judgments

First impressions are powerful, but they can also be misleading. Having a set of job-related questions can help mitigate this bias. When you rely on a consistent list of questions, you can avoid snap judgments and instead focus on gathering comparable data from each candidate. This approach not only helps in evaluating who might work best in the role but also ensures a fairer assessment across all candidates.

Avoid Overpromising

It can be tempting to overpromise when you come across a candidate you really want on your team. But rather than making commitments you might not be able to keep, focus on understanding what’s truly important to them. This goes back to the importance of listening more than talking. For example, if a candidate values flexibility over salary, address that directly. Don’t shy away from discussing what the job can and cannot offer—it’s better to address any concerns upfront. This way, you can assess how critical those factors are to the candidate and whether they’re willing to compromise. A good long-term fit is always better than a quick hire.

Don’t Neglect to Explain Next Steps

One of the top complaints we hear from candidates is a lack of clarity on what happens after the interview. Always end the interview by explaining the next steps in the hiring process. This not only keeps candidates engaged but also reflects well on your company. Clear communication here can make a significant difference in the candidate experience, ensuring they feel valued and informed.

Key Takeaways

A lot goes into finding the right person for a long-term match and avoiding these common interview mistakes can significantly improve your chances. By being prepared, listening more than you talk, asking job-related questions, avoiding snap judgments, being honest about what your company offers, and clearly outlining the next steps, you’ll gather the information you need to make the best hire.

The post 6 Interview Mistakes Every Hiring Manager Should Avoid appeared first on Clearmont Technologies.

The main challenge is communication. It’s a big hurdle for managers. They struggle to keep it effective. Without a traditional office, quick, impromptu conversations are much less common. A manager shared with us, “We can’t have water cooler chats or ‘grab someone for a quick word.’ We must find new ways to connect. We need to ensure our teams stay close and informed.”

Adapting to this new digital landscape requires a shift in how we manage. Traditional oversight and team building must evolve. They need to fit a world where video calls replace meetings. And, where instant messaging replaces desk-side chats. It’s about fostering an environment where people use asynchronous communication. It’s not just accepted but optimized for productivity and team engagement.

Strategies for Success

• Regular Check-ins are key. Schedule one-on-one and team meetings to stay connected. Address any issues promptly.
• Use Technology: Use project management tools and platforms. They help collaboration and keep everyone on the same page.
• Foster a Culture of Open Communication. Encourage team members to share their thoughts and concerns. Make sure remote work doesn’t lead to isolation.

Putting Theory into Practice: A Real-World Example

While the strategies discussed can be helpful, it’s valuable to see them in action. To illustrate this, we spoke with Luigi Pedalino, VP of Product Delivery at a leading national insurance firm. Luigi leads a hybrid team of 30 people and offers a practical example of building and maintaining connection.

He emphasizes the importance of concise daily meetings focused on three key questions:

• What did I do yesterday?
• What do I plan on doing today?
• Are there any obstacles in my way?

These quick stand-up meetings, typically lasting 15 minutes, ensure everyone stays informed and connected. Here are some key takeaways:

• Focus on brevity: Limit individual updates to 10-15 seconds to keep the meeting efficient.
• Facilitate connection: These meetings allow team members to hear each other’s voices and even joke around, fostering a sense of camaraderie.
• Address roadblocks: The format allows team members to identify and address obstacles quickly, preventing delays.
• Camera usage: Cameras are optional for internal meetings but required when outsiders join.

This highlights how small adjustments, like focused daily meetings, can significantly improve communication and engagement in a hybrid work environment.

The key is to experiment and find what works best for your team.

The post Navigating Remote and Hybrid Team Management appeared first on Clearmont Technologies.

Spotlight on Success: A Stellar Candidate Experience

Here’s an example (keeping names anonymous). A highly skilled individual, well-connected in their industry, was on the lookout for new opportunities. Through a connection with a former colleague, now a CFO at a reputable company, they were considered for a role not yet public. The process was remarkable: prompt responses, well-organized interviews, and engaging discussions with key figures at the company. This experience didn’t just make the candidate feel appreciated; it offered a glimpse into the company’s culture and its emphasis on valuing employees.

A Contrast in Communication: The Impact of Neglect

Contrast this with a different experience the same candidate had elsewhere. Here, communication was inconsistent, with promised interviews delayed for weeks, leaving the candidate feeling overlooked. By the time this company was ready to proceed, the candidate had accepted the other offer. The lesson here is clear: how you manage the candidate’s experience reflects your company culture and influences decisions to join your team.

The Difference Maker: Attention to Detail

In a competitive talent market, the candidate’s experience can distinguish your company. It’s not solely about marketing the role; it’s about showing genuine interest, maintaining communication, and respecting the candidate’s investment. A positive interview process not only boosts the likelihood of acceptance but also sets the tone for their journey with your company.

A little effort—regular updates, clear communication, and a respectful process—can convert a candidate’s interest into commitment. Avoid letting your top choice slip away due to interview process oversights. Demonstrating what it’s like to be part of your team from the start can fill the position and enhance your company’s reputation as an employer of choice.

The post How Your Interviews Unveil Company Culture to Candidates appeared first on Clearmont Technologies.

IT Job Growth a Mere Trickle in November Due to Ongoing Supply Shortages

IT Hiring Challenging and Projects Impacted Because of Talent Scarcity, says TechServe Alliance

Alexandria, VA, December 8, 2021 – After a strong recovery in IT employment since last August, employment growth in the IT sector slowed down to a trickle in November. The sector added 2,200 workers last month, a sequential increase of 0.04% to 5,385,400 jobs, according to TechServe Alliance, the national trade association of the IT & Engineering Staffing and Solutions Industry. On a year-over-year basis, IT employment was up 3.17% since November 2020, adding 165,600 IT workers.

Growth in Engineering employment also slowed down significantly to 0.16% sequentially, adding 4,200 workers to end the month at 2,658,800. On a year-over-year basis, engineering employment increased by 3.38% since November 2020, adding 86,900 engineering workers.

“While uncertainty about the impact of the Omicron variant did somewhat impact the IT sector, the slowdown in IT jobs market is more related to the supply squeeze on available talent rather than demand,” said Mark Roberts, CEO of TechServe Alliance. “Our members are telling us that their clients’ IT hiring needs are still unmet and projects are getting delayed because of lack of qualified IT professionals. “At this point, there is little likelihood the domestic talent pipeline will significantly expand in the foreseeable future. This is causing not only strong wage growth but also a need to offer a flexible work environment. In this tight labor market, what candidates want really matters and could make or break the success of IT initiatives,” Roberts added.

The following table presents information about the total number of jobs in certain sectors that provide a significant amount of employment for IT and engineering professionals.

Technical note: TechServe Alliance’s IT Employment Index and Engineering Employment Index are the first specific measurements of IT and engineering employment. These unique measurements of total IT and engineering employment are created monthly by studying the ongoing staffing patterns of a dozen IT and computer related occupations in 22 industries and industry sectors employing significant numbers of IT workers and nearly two dozen engineering occupations in 30 select industries and industry sectors employing significant numbers of engineering workers. Both the monthly IT Employment and Engineering Employment Indices are based on U.S. Bureau of Labor Statistics (BLS) data, which is subject to monthly revisions, and is revised accordingly. Both indices are also subject to periodic revisions and annual rebenchmarking that includes revisions to several years of employment data, which also may incorporate new occupational definitions. Both indices were re-benchmarked going back several years through January 2021 data. In addition, both indices are subject to minor revisions to March and April data. The next major revision will be published in February 2022.

ABOUT TechServe Alliance
TechServe Alliance is the national trade association of the IT & Engineering staffing and solutions industry. IT & Engineering staffing and solutions firms count on TechServe Alliance to keep their leadership informed, engaged, and connected. TechServe Alliance serves as the voice of the industry before the policymakers and the national and trade press. By providing access to the knowledge and best practices of an entire ndustry and tapping the “collective scale” of its members, TechServe Alliance supports its members in the efficient delivery of best-in-class IT & Engineering staffing and solutions for clients and exceptional professional opportunities for every consultant.

The post IT Job Growth a Mere Trickle in November Due to Ongoing Supply Shortages appeared first on Clearmont Technologies.

In this episode of Tech Talent Today, I’m delighted to be speaking with Arthur Phidd, CIO. Art has more than 25 years of executive-level experience leading information technology and corporate-wide business transformation programs. He’s worked in multiple industries, including retail, financial, gaming, eCommerce, government, and more. An award-winning leader, Art is also a faculty member at the University Of The West Indies graduate schools of business, where he lectures on contemporary topics impacting organizational change, technology management, and transformation HR management strategies. You’ll want to hear what Art has to share from the transformation he’s led across the globe.

You will want to hear this episode if you are interested in…

• The biggest challenge in corporate transformation [02:24]
• How to encourage change in internal structure [06:40]
• Having a teaching mentality [10:01]
• Art’s journey to technology [13:58]
• Combating complacency [20:35]

The obstacle to change

Art has been involved with corporate transformations for many years over multiple industries, countries, and geographies. Everywhere he goes, he’s met with resistance to change. This resistance is commonly blamed on culture. But is culture an accurate culprit? Blaming culture removes the human element from accountability, as though it’s some being from another planet that shows up and ruins things. Passing the blame like that prevents us from addressing what the real problem is.

The actual barrier to change is our nature. As humans, we are creatures of habit and are inherently built to oppose change. Because of this, we tend not to accept something new until we’ve experienced it. People get comfortable with what they know, even when it’s not the best fit, and lack the willingness to let go of a function that doesn’t belong where it’s placed in an organization. The result is misplaced responsibilities, inefficient work, and unsatisfied people.

Collaborative accountability

To overcome the resistance to change, Art creates a sense of collaborative accountability. He does this by effectively communicating to his client the importance of establishing centers of excellence. As leaders, we have the responsibility to manage people and their careers. That means placing people and talents in teams that can understand each other. For example, if you aren’t an IT professional, how will you manage the career and lead someone who just graduated with a degree in computer science? It’s not possible. This sort of logical discussion is what helps people understand the value of making adjustments to internal structures.

The awesome responsibility of leadership

Art’s parting thought is to warn us to think carefully about our desire to be a leader. We need to understand the differences between management and leadership. Managers focus on the status quo. Leaders focus on change. There’s plenty of management but not enough leadership. One of the most common reasons for people to leave companies is the lack of leadership. If you’re going to be a leader, you’d better understand the awesomeness of that responsibility. You have to be ready for the panicked, late-night calls from your people. You’re going to have to become someone’s big brother or big sister. You have to want to do that.

Managers focus on the status quo. Leaders focus on change. #Leaders #Improvement
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Resources & People Mentioned

• The Prince, by Nicolo Machiavelli; CHAPTER VI Page 2
• Arthur Phidd, CIO of REEDS, Best CIOs of 2020

Connect with Arthur Phidd

• On LinkedIn

Connect With Jodi Kulek Mayer

• https://clearmonttech.com/about/meet-the-team/
• Follow Jodi on LinkedIn

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The pandemic has changed what the work landscape looks like. We moved from traditional workplace environments to home offices practically overnight, never seeing our colleagues in person, only on video. People started new jobs never meeting their manager or any coworkers in person.

So how did a change to a purely virtual environment effect communication, connections, and relationships?  In essence, what happened to collaboration?

Interestingly enough, a March 2021 article from Forbes asserted that collaboration was already on the decline in 2019 and the pandemic exacerbated the problem.

”… the dramatic shift toward work from home during the pandemic has dealt a significant blow to collaboration. The startling decline in collaboration from 2019 to 2020 signals that there could be considerable downside to working environments that are entirely virtual. This new finding offers warning signs for businesses that are in the process of planning how they will return to the office.”

This is the reality that employers will have to face as they begin to return to normal and bring their teams back into the office. How will they bring back the pre-COVID collaborative mentality?

Another study from PwC discusses the role the office may play post pandemic.

“The office is here to stay, but its role is set to change.  Less than one in five executives say they want to return to the office as it was pre-pandemic. The rest are grappling with how widely to extend remote work options, with just 13% of executives prepared to let go of the office for good. Meanwhile, 87% of employees say the office is important for collaborating with team members and building relationships — their top-rated needs for the office.”

It seems that management and employees are fully aware that lack of collaboration is a huge issue, but few are willing to return to a pre-pandemic work environment.

Our own survey mirrors the sentiments from the other studies. 42% of IT Managers and Talent Acquisition Specialists we surveyed said they faced work from home challenges and 70% of them said that working from home negatively affected collaboration.

So, what’s the solution?

There is no easy answer, but it seems that collaboration issues can’t be solved only with technology.  One of our survey respondents stated:  “We have plenty of collaboration tools, but nothing beats face-to-face communication.”

Although virtual meetings have had their niche in the workplace for quite some time, they just don’t replace the personal contact that comes from holding person-to-person meetings or the informal communication of seeing someone in the break room or the elevator.  It is much more difficult to build trust with colleagues you have never met.  Another survey respondent stated, “We are working with people we’ve never met.  The trust isn’t there.  I can’t help but wonder if we met in person would the dynamic be the same?  I think people would get along better.” 

Every aspect of how we collaborate must be examined closely.  Before creating another virtual meeting, ask yourself, “is this meeting necessary?  Does it really accomplish the same type of collaboration we once had?” If your answer to either question is ‘no’, it’s time to revamp the way you are doing things.

Examine the format of your virtual meeting.  One where a presentation is made with Q&A at the end may be more effective virtually whereas an ad hoc meeting to brainstorm may be better served in person or over lunch.

Companies will need to experiment to find the right formula of working days in the office vs working days remote, keeping in mind a company’s culture.  Leaders should determine which activities are best performed in person to effectively use in office time.

Another benefit of office work days is the opportunity for informal communication.  As stated in the article in MIT Sloan Management Review, Redesigning the Post-Pandemic Workplace , “Employees who returned to the office only one or two days per week increased the number of serendipitous connections by about 25%.”  The article further states that these chance connections directly affect innovation and knowledge sharing, hence collaboration.

Effective collaboration is not a one-size-fits-all process.   The overall culture of a company is a huge factor in addressing collaborative needs effectively.  Examining the format of your meetings, in person or virtual, connecting the right content and activities to meeting type and finding the sweet spot of hybrid work will be key to improving collaboration.

The post Collaboration: Problems and Solutions appeared first on Clearmont Technologies.

We asked IT Managers and Talent Acquisition Specialists, what is your biggest challenge currently?

Drop in productivity because people aren’t working together in the office as they were pre-pandemic. We have plenty of collaboration tools, but nothing beats face-to-face communication.

WORK FROM HOME ISSUES: DEEP DIVE

If we were together “word of mouth” could spread more easily so I feel like being remote has exposed rather than created the problem.

The largest challenge is managing all our work. We either took on more than we can do, or working the way we are remotely is not as effective as we thought – or both. We are in back to back meetings all day – they start early and end late. We are all swamped, stressed, etc. I believe stress and not taking vacation the way we used to could be a contributing factor.

What I see as the upcoming challenge is the transition from working remote to going back to offices whether fully in office 5 days/week or a few days per week. Will be interesting to see impact on filling jobs.

I started this position last October, so haven’t met the team face to face yet!

Getting people to take their vacation allowance. It is needed for mental separation from work but not everyone realizes it.

I can’t help but wonder if we met in person would the dynamic be the same? I think not – I think people would get along better.

Extended work hours, 14+ hours working from home during the pandemic for a global company. Days start earlier, before 6 am, and never seem to end before 8pm or later. I miss the 2 hour commute into the city, at least the day ended naturally.

The post Work Challenge Survey 2021 appeared first on Clearmont Technologies.