Transcript Slide 1

PMI – Clear Lake
"The Next Labor Crisis..Déjà vu to the
1990’s All Over Again"
2006
by James Del Monte
JDA Professional Services, Inc.
Hard Questions Part 1
1.
2.
3.
4.
5.
Who are you and what does JDA stand
for?
What is going on in the employment
market?
Why is it taking so long to find a position
I Want if unemployment is so low?
Why don’t recruiters return my calls?
What does the future employment
outlook look like?
Hard Questions Part 2
1.
2.
3.
4.
What positions are moving off shore and
how does this impact me?
Are P/M positions going more contract or
Full-Time?
Why is it that when I am hiring someone
the recruiter's won’t stop calling?
Where are the people we need to hire
going to come from?
Hard Questions Part 3
1.
2.
3.
4.
5.
6.
What is the future of PMO’s?
How much difference does a PMP make?
I’m a PMP why don’t I get respect?
How do I position myself for a senior
management position?
What suggestions do you have to keep
my staff?
Are you done yet?
What JDA Does. . .
JDA provides clients with a full complement of
information technology professionals.
Our services are designed to meet the unique
and changing requirements of our clients.
Full-Time Staffing
Contract /
Temporary
Staffing
JDA
Special Projects
Staffing
Sooo, Tell Me About Your Career.
Law of Supply and Demand
4Q99
Demand
Demand
Peaked
2Q01
1984
1995
Supply
1989
Demand Bottomed
4Q04
3Q03
Demand Bottomed
The demand for skilled professionals peaked 4Q99 and has decreased, bottoming
out 3Q03. The current cycle indicates that once again there are more positions
than skilled professionals, and this is projected to continue past 2010.
Labor Surplus vs. Skill Shortage
Most Requested Information

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How to write a
resignation letter
article
High cost of
turnover article
Labor Surplus vs. Skill Shortage
Job Creation
10 million more
positions than
people in the USA
by 2010
Employment Index
Employment of workers in IT Occupations
3,700,000
3,650,000
3,600,000
3,550,000
3,500,000
3,450,000
3,400,000
3,350,000
3,300,000
3,250,000
3,200,000
2
4
3
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Q
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Q
1
3,150,000
Source: National Association of Computer Consultant Businesses (www.naccb.org)
Unemployment Virtually “Zero” Among
IT Professionals
Occupation
1Q2006 Unemployment rate
Computer hardware engineers
2.0
Computer and information systems managers
2.3
Computer programmers
3.1
Computer scientists and systems analysts
2.2
Computer software engineers
2.3
Computer support specialists
3.6
Database administrators
1.3
Network and computer systems administrators
1.3
Network systems and data communications
analysts
2.9
Source: unpublished tabulations of Current Population Survey data furnished by the U.S. Bureau
of Labor Statistics.
Candidate Population

25% A Players

50% B Players

25% C Players
80% of Job Growth
• Will come from companies with less than 100 employees
• In Houston there are less than 4,000 companies with over 100 employees
• These companies need the same services as large companies - just not all the
time
2007 IT Hiring Percentages
Remain the
Same, 22%
Decrease
Staff, 3%
Increase
Staff, 75%
Position Demand . . .
%
Skills
Yrs. Exp.
10
Mgmt./Conslt.
8+ Yrs.
30
Sr. Tech/
1st Line Mgmt
4 – 8 Yrs
60
Staff/Tech
0 – 5 Yrs
Talent Pool
%
Skills
Yrs. Exp.
60
Mgmt./Conslt.
8+ Yrs.
30
Sr. Tech/
1st Line Mgmt
4 – 8 Yrs
10
Staff/Tech
0 – 5 Yrs
Position Demand . . .
%
Skills
Yrs. Exp.
10
60
Mgmt./Conslt.
8+ Yrs.
8+ Yrs
30
30
Sr. Tech/
1st Line Mgmt
4 – 8 Yrs
4 – 8 Yrs
60
10
Staff/Tech
0 – 4 Yrs
0 – 4 Yrs
Talent Pool . . .
Future IT Employees
Market Shift
2000 - 2003
2004 - 2010
Candidate
Candidate
Candidate
Position
Position
Candidate
Position
Position
The job market has shifted from an Employer’s Market to a Job Seeker’s Market to a Combination Market.
Where Do All of the People Come
From?

Internal Full-Time
Staff
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
Software Providers
Low Cost Providers

Voice Data Providers

Network Integrators


Hardware Support
Providers

Software
Developers/Support


Contract or Temp
Labor
Training Companies
Management
Consultants
How Work Gets Done
Off-shoring
Out-sourcing
Sets the Price
Annual Increases
Yes
5-15 %
No
3-6 %
Today’s Menu
Business Analyst
Project/Team Leader Large Company
Data Center Manager
Data/Voice Comm Spec.
. NET
$50K - $ 80K
$65K - $110K
$75K - $105K
$55K - $ 95K
Market Value
Positions of Tomorrow
Current globalization creates a market for PM, BA, and Functional Analysts who are
needed to manage 3rd party resources.
Skills CIO’s Look For
Personal Inventory
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Business/Functional
Project Management
Communication - written and oral
Presentation
Problem Solving
Critical Thinking
Leadership
Organization Skills
Time Management
Attention to Detail
Learning Ability
Flexibility
PMO Penetration
80
70
60
50
yes
no
40
30
20
10
0
PMO
Part of IT
Outside Projects
The PMO
70%
69%
60%
67%
59%
50%
40%
30%
41%
33%
31%
20%
10%
0%
PMO
PMO part of
Business
Planning?
Strategic or Yes
Do you measure
your PMO?
Tactical or No
What You Can’t Measure, You
Can’t Manage

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With no measurable criteria for a PMO,
Businesses are not going to see the added
value and budgetary increases will cease.
Show your worth, give measurable results
to show progress and proof of value.
Hiring a Project Manager
70.0%
60.0%
65.5%
50.0%
40.0%
30.0%
34.5%
20.0%
10.0%
0.0%
0.0%
PMP Certification
Required
Preferred
No Preference
Formal Education vs. Certifications
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50% of Companies questioned, claimed no
better results with a PMP certified Project
Manager than with one who has qualified
experience but no certification.
More than half of the Companies preferred
a formal degree and;
71% prefer an advanced degree before
promoting to a leadership role.
Advanced Degrees for
Management
80.0%
70.0%
71.9%
60.0%
50.0%
40.0%
30.0%
20.0%
28.1%
10.0%
0.0%
Advanced Degree
Experience
Degree
Both
A faithful employee is as refreshing as
a cool day in the hot summertime.
Proverbs 26:13
#1 Success Factor of
Executives
•
Hire Good People
Why People Stay
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Like the people they work with
Control and independence over
work
Flexible work schedules
Decision making
Increased levels of responsibility
Reward and recognition
A sense of belonging
Fun
Why People Leave
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Bad management
Lack of recognition or reward
Too much travel
Bad work environment
Lack of job security
Lack of training
Long commute
Pay/benefits
Uncertainty about future
Lack of career advancement
10 Ways to Keep Them!
1.
2.
3.
4.
5.
Hire the right type of person: A or B
Have people grow into the position vs. out of
the position
Rotate responsibilities and cross-train, offering
a variety of functions and responsibilities
Pay above-market cash or bonuses
Use non-cash rewards and recognition for
results/ efforts
10 Ways to Keep Them!
6.
7.
8.
9.
Create a team environment / team building
Use temps or contractors for more routine
work
Encourage communication with manager
Make proactive counteroffers when you have
someone you want to keep
10. Set
clear expectations and give feedback on
how they are doing
Bad Seeds
Get rid of bad seeds and people who don’t
want to be there – the dominant attitude
will proliferate through the group and
pollute the team.
701 North Post Oak Road
Suite 610
Houston, Texas 77024-3818
Phone: 713/548-5400
www.jdapsi.com
Contract and Full-time Staffing Information
Technology Staffing Specialists Consulting and Special Projects