There is a "law" for IT Talent Selection

 

With the rapid growth of the global IT industry, executives of major enterprises often complain that they cannot find the right talent. At the same time, there are a large number of talents in the IT industry market who think it is difficult to find a job, how can enterprises select talents to identify their qualifications in a scientific and effective way? White.

 

China's largest IT Talent Service Organization-Oriental standard Talent Service Company cooperates with the famous psychology research institution-Talent Evaluation Institute of South China Normal University, after two years of research, the first research report on the psychological characteristics of Chinese IT practitioners and related evaluation tools were released, this research result helps the IT enterprise system to summarize the real needs of personnel selection, evaluate the internal relationship between psychological characteristics and employee performance, and actively promote the evaluation and selection of talents in the Chinese industry.

 

Based on in-depth interviews with 500 enterprises in five cities, including Beijing, Shanghai, Hangzhou, Dalian, and Guangzhou, this survey combined with over 15000 questionnaires, in addition, the most popular Competence Model Construction Method in the world was adopted, and the related analysis and factor analysis were conducted between dimensions and factors on the effective questionnaire by means of SPSS. A model was established based on the theory of human-job matching, this model has 29 competency dimensions, and determines the Core Quality of the profession and the Core Quality of the position based on the average ranking of importance level and percentage of improvement.

 

This report is based on the ranking of the percentage of pass in all positions in the deep interview and the ranking of quality importance level. Based on the needs of the project and considering the practicality of the quality model, at last, 12 core professional qualities were determined, and the other four categories of jobs had their respective core qualities. For example:

 

 

The Core qualities of these 12 occupations are listed in the following order based on average indicators of importance and delivery rate: communication, teamwork, learning, responsibility, problem solving, integrity, initiative, understanding, response, resistance to frustration and stress, sureness, and overall situation view.

 

Although these 12 qualities are suitable for all four types of personnel, they do not mean that they share the same proportion of the quality requirements of the four types of personnel. For example, for management personnel, the importance of four dimensions, namely communication ability, responsibility, learning ability, and teamwork, exceeds the requirements of other dimensions, sales personnel have four dimensions: communication ability, problem solving ability, initiative and integrity. Technical support personnel have four dimensions: learning ability, responsibility, teamwork and communication ability, R & D personnel have higher requirements in terms of team cooperation, learning ability, responsibility and problem solving ability.

 

The report points out that in addition to the most basic core professional quality, four types of jobs have their respective further requirements: management personnel have high requirements on "achievement orientation", "Time management ability", and "execution ability; technical personnel have further requirements on "rigorous attitude", "Time management ability", and "verbal ability; sales personnel have higher requirements for "verbal expression", "organizational ability", and "customer orientation" than other positions in addition to the basic core professional quality requirements; R & D personnel have different requirements for "logical thinking ability", "Time management ability", and "strict attitude" from other positions.

 

As it enterprises expand in size, the division of labor is modularized and standardized, enterprise innovation relies more on organizational collaboration and process optimization, reducing the reliance on individual personnel's innovation capabilities. The report shows that there is no significant difference in the performance of "creativity" between excellent R & D personnel and ordinary R & D personnel with High Performance in enterprises.

 

Additional: Findings of the study:

 

1. the quality that people in traditional IT positions should possess is different from the key quality that enterprises expect and evaluate in actual recruitment.

 

Job seekers generally think that enterprises have high requirements on the "logical thinking ability" of R & D personnel (software engineers. The main reason for this impression is that many companies require to be tested to complete a large number of logical thinking questions during recruitment. However, our research found that the best quality of R & D personnel is: "communication ability", "teamwork", and "learning ability ", however, "logical thinking ability" is only ranked at the top 6th.

 

People think that IT practitioners are engaged in technical work, so there is no problem with the computer "talking" all day, and it may even be an advantage. However, through analysis, we found that almost all IT-related positions, such as sales, technical support, and R & D, have high requirements on the "communication ability" of job seekers.

 

We usually understand that to achieve outstanding sales performance, sales personnel must first have outstanding personal expression ability, which is not completely accurate. After research, we found that enterprises also value the sales staff's "organizational capabilities", which may also cater to the IT industry's development trend that no longer believes in heroism.

 

2. Excellent Performance personnel win at key points

 

Our research has found that superior performance managers and average performance managers have significant differences in "emotional control capabilities. During the study, it was found that the difference in "emotional control ability" may be the core cause of performance differences when many managers have similar quality in other aspects.

 

In the IT industry that constantly advocates innovation, the "sureness" of management personnel may become a disadvantage. The study found that excellent managers are often inferior to ordinary managers in "sureness ". Among IT technical support personnel, the performance is higher than that of other colleagues because of their outstanding "verbal ability ".