By Ed Avella
Campus Director & Dean of IT Programs
Finding good people is easier said than done. You’d think in a struggling economy, with unemployment at the forefront of our nation’s problems, we’d see an abundance of it.
Not so much.
The truth is, finding the right person is as difficult and important now as ever; the right fit for that long term contributor to our organizations. If our company finds itself in the enviable position of being able to add staff, finding that person with the perfect combination of experience, education and personality requires an even more rigorous process of interviews, background and reference checks to ensure we make the best possible choice for ourselves – and the candidates!
This leads me to the big question: How well did we market the position internally? If we did, how fairly did we judge the candidates? If you consider the cost of recruiting, verifying, and then hiring and training new employees that are unfamiliar with our organization, are we missing opportunities with our own staff? Isn’t it easier to recruit entry level staff and develop our existing resources?
I see it often enough, employees passed over because of insufficient academic credential; rules we establish as part of our expectation of the “right” candidate. Unless there is a specific regulatory or legal reason for the position to hold certain credential, aren’t we doing ourselves and our employees an injustice by not investing in them (and therefore ourselves?) Can’t we afford the latitude of making exceptions for employees with the ambition to do more and be more, when all we really need to do is create an agreement that ties the educational outcome with the opportunity?
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