Correct-calibre staff are notoriously difficult to obtain for
software providers – and the problem is getting more acute. Brian
Rogerson asks what companies are doing to remedy the problem
Go deeper with GlobalData
Where do they come from?
Recruiting those staff with the appropriate skills and
experience has long been a software company’s biggest challenge.
This is especially so for those companies seeking a mixture of
business and technical competence.
A track record is important here. As Fimasys’ James Powell
correctly argues: “Establishing a good reputation in the market
will always help to attract the right people to your
organisation.”
Some 33 per cent of software providers’ staff are recruited
directly from university, while 26 per cent join from fi-nancial
service companies and 22 per cent from other IT employers (see
chart 2).
Jens Christian Vigulf of Banqsoft
says: “It is still an employee’s market, but fortunately we have a
backbone of highly-experienced staff which makes the assimilation
of new staff faster and easier.”
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By GlobalDataMark Binks of Bynx explains that difficulties in recruiting
staff depend upon the type of resource required. “The most
difficult to source are the business-analyst type resource.
Typically, we develop these skills internally and work hard at
retaining them. Technical and project administration staff are
available on the open market.”
Andrew
Leech of cfc
solutions believes that the principal shortage is amongst staff
with industry knowledge. He confirms: “The British Vehicle Rental
and Leasing Association and the Institute of Car Fleet Management
have introduced courses to help with this – and our customers are
very helpful.”
Jan Bouckaert of Sofico believes that good staff are difficult
to find because of the small market place. He says: “We participate
in job fairs, direct mailings to potential clients, specific
advertisements in specialised newspapers, our own website, as well
as maintaining contact with colleges and universities and offering
apprenticeship possibilities to last year’s students.”
And how do you keep them?
CHP
Consulting has a strong track record of employee retention and
good staff relations, with the company making it onto the Sunday
Times’ Best 100 Small Companies to Work For in 2005 and 2006,
receiving “Best Companies Accreditation” in 2007.
“Our people are the most important component of our success. Our
recruits tell us that training, quality of work, career development
and working culture are equally as important as the rewards
package,” explains Andrew Denton.
Limited supply has led to organic improvisation. Richard Carter
of icenet states: “Keeping staff numbers small is critical to our
success – and it ensures all staff are fully involved in the
business and hence staff attrition is low. Our busi-ness model is
such that its future growth and profitability is not predicated on
a significant increase in staff numbers.”
Peter
Richmond explains that Welcom
Software has an ongoing in-house training and development
programme in place that runs throughout the year and is open to all
staff. He says: “We also look to new ways to deliver training to
ad-dress all skills sets – including those of our clients. For
example new graduates and service desk employees spend a day on
customer sites to ensure that they see the software working in a
live environment.”
Motor Finance Issue: 41 – March 08
Published for the web: March 26 08 16:6
Last Updated: March 27 08 12:55
