When faced with a stack of resumes, what's the best way to differentiate the top performers from their peers?
Based upon hundreds of interviews with hiring managers and candidates, this Position Benchmark Report will help you identify the factors that are most likely to drive performance in a role like this.
What does a typical nonprofit Director of IT role look like in this market? What should you expect to see from a Top Performer?
Employers usually tell us they want to see some combination of the following from candidates (note that hiring requirements vary widely and are unique to each employer’s situation):
- Do they work across the organization to identify and develop IT initiatives and processes that support each department? Do they provide a responsive, effective, integrated, and flexible IT infrastructure?
- Do they research requirements, plan, budget, and schedule upgrades and implementations? Do they lead new IT projects by developing and implementing project management plans, ensuring deadlines are met and relevant staff members are trained?
- Do they have experience implementing procedures that create efficiencies? Are they adept at finding both short-term and long-term solutions to problems and ways to make technology work for the user?
- Do they and their department have a good reputation with staff? Are they seen as a resource and are they vital to keeping staff productive?
- Can they talk to end users -- in their language? Do they train end users to be self-sufficient and empower them in areas that make sense?
- Is their guidance and strategy appreciated and valued by senior leadership? Do they drive technical vision and direction?
- For smaller organizations: are they both hands-on and strategic? Do they understand the key drivers of business owners and their concerns, and understand the constraints other staff face?
- Are they a skilled project manager, effectively synthesizing and managing varying needs across the organization? Can they explain how decisions are made and balance competing interests?
- Are they experienced with managing IT staff and external vendors? Do they know when to leverage outside resources?
- Have they managed a department-level budget? Do they allocate resources wisely and analyze the long term impact of IT decisions? Do they know how to develop an annual budget based on the strategic plan and capital expenses?
What are the key factors that distinguish Top Performers from their peers?
The most common reason candidates do not move forward in this kind of role is because they have not been involved in strategy -- tying the technology to organization business objectives. Most association Directors of IT also need to have managed staff and vendors and have worked with complex IT systems.
So, as a hiring manager, what can you do to make hiring more personal?
How can you get the attention of top candidates? As the job market tightens and recruiting becomes more challenging, how can you update your hiring process so you are not trapped in the land before time? How can you organize your recruiting efforts to appeal to the most selective people?
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