Talent Development Centre

Category Archives: Soft Skills

Tips for independent contractors to improve in-demand soft skills that IT hiring managers across Canada are seeking for all tech roles.

What to Think About Before Transitioning from a Functional to Technical Role (or vice-versa)

What to Think About Before Transitioning from a Functional to Technical Role (or vice-versa)

Hassan Nasrallah By Hassan Nasrallah,
Recruitment Specialist at Eagle

In our ever-expanding and constantly changing IT world, you might have realized you are meant for a career or transition that is more rewarding, whether that be more money, personally fulfilling/satisfying or provides better flexibility with your work/life balance. Your IM/IT experience may be more transferable than you think and here’s what you should know

Career transitions are always a hot topic and now more than ever, people are finding themselves needing to either make a change due to economic pressures or a needing to expand their horizons through bigger challenges and bigger rewards.

OR

Even more specifically, you have been recognized within your client company as a top contractor whether that be for your technical skills or commitment to the industry, and are now being considered for a role that is outside your comfort zone!

From functional to technical or vice versa, I want to delve into some of the challenges that one may encounter when transitioning into an unfamiliar role and a few tips to help make that transition.

Determine Your Career path

First and foremost, determine the path you want to take. One thing is absolutely certain, you are changing your current role to something else entirely. Aside from the obvious immediate change, what other factors do you need to adjust, add or remove in order to be considered “effective” and ultimately, is this the correct path for you?

While salary might off-set some concerning discrepancies in what you’re doing now to what you actually enjoy doing, make no mistake, there is a point of diminishing returns. This will hit you doubly so when you are making a move between a functional and technical position because the skills in tech are usually constantly being updated so you will need to learn fast if taking an interim break is not an option for you. On the flip side, soft skills are called soft not because they are easier to attain but because they are not readily quantifiable. Communication skills, character or personality traits, attitudes, career attributes are all decades long skills that are practiced everyday naturally from our childhoods; however, if an individual is lacking in a critical soft skill in a non-technical role, it would be incredibly difficult to ramp up on them. It’s not like you can just read the release notes of being “emotionally intelligent”.

As an IT recruiter, I am able to peer into the tasks and responsibilities of high-level architects, solution managers and deeply technical software engineers and while they all share commonalities, there are hurdles and bounds that make each role distinct, especially within the software development lifecycle. For example, architects are extremely broad in their knowledge of implementations and understanding of software development while often having excellent communication/articulation skills. In contrast, engineers are excellent problem solvers and have to be quite meticulous when it comes to programming according to customer requirements. (additionally, on average, developers/programmers don’t need the communication aptitude of an experienced architect)

Although there are different ways to approach a change like this, I found that I can work it best through 3 main parts.

  • The mindset or perspective of the target role in which you would like to apply to
  • The working culture surrounding the role
  • The key abilities that make that role become effective within the industry you are working in

Mindset

If you’re coming from a technical role and are transitioning into a managerial setting, you would need to adopt a different way of solving problems than if you were fixing errors in lines of code. People are more fluid and resistant to solutions that you think might work. You need to become accustomed to unsolicited feedback, unprecedented and often illogical challenges.

It can prove detrimental to stick to just a familiar (and obviously previously successful) way of thinking and problem solving. While this may have proven useful in your past roles, mindsets in either technical or functional areas are more often mutually exclusive.

A mindset change is essential to grow within your new role and eventually, your deliverables will be measured and judged on quality, efficiency and innovation.

My best advice when trying to think differently about certain approaches that one might take is to appeal to an authority. Find a trusted advisor or expert that can answer your questions and provide you some perspective on how to implement different solutions that were resistant to your initial efforts. This will give you a foundation to grow from and hopefully start a pattern of successful learning experiences

Culture

Another huge area when considering a potential switch is the work culture. What is your new role’s culture like and do you see yourself fitting into it?

I place a lot of importance on this because humans are creatures of habit. We fall into environments that complement our social mannerisms and when removed, it tends to affect us in adverse ways. You may be more familiar to a team environment when your new role requires you to be alone most of the time. You may like to dive head-first into your projects and take a very hands-on approach when your new role requires that you go through compliance/guidelines/approvals/etc.

A personal example is a candidate of mine that was an innovative thinker that really wanted to change some work processes to ensure success and “productivity” when really, the role called for him to “toe the line” (referring to him ignoring any inefficiencies). He eventually quit the position and the hiring manager was not saddened to see him go.

Your work culture is essential to your success and some people might turn up their nose at this citing that it’s less important in the IT contracting world. I would argue that it’s more important due to the finite amount of time to understand the tasks given to you and how you can achieve them operating through an unfamiliar culture

Take the time to properly understand how things are done at your client company, how it might revolve around your new role and what you can do to effectively integrate yourself within that environment

Ability

Lastly, I’ll touch upon ability

I don’t mean to question your own ability to perform well in this new career path but to recognize and utilize your already well-earned abilities to your advantage. Make use of your own KSAs (knowledge, abilities and skills) and actively try to meld them into your new environment. If you’re more used to design and are now working in development. Try to bring your design knowledge into your workstream and incorporate in any way that you think might coincide effectively with your new tasks and responsibilities.

It will differentiate you from others when meeting project deadlines and increase your value to your client when they get more than they bargained for!

All in all

Making a switch into a completely different avenue of work can be very challenging and in a lot of ways, a brave and respectable endeavour. You will gain an entire scope of knowledge that you may have not known even existed. I hope to have brought some helpful advice to individuals who are considering a transition into a new field and I wish you good luck in your future success!

 

Asking a Favour From Your Boss: A Contractor’s guide.

Asking a Favour From Your Boss: A Contractor's guide.

Brianne Risley By Brianne Risley,
Director, Delivery Strategy & Development at Eagle

A question I am often asked is “What is the best way to approach my boss to ask for something important?”

As an independent contractor, it can be daunting asking your leader for something you need. This is particularly true today when most workers do not want to ‘upset the applecart’ during a precarious time for companies in the market.

You may be looking to address one of the following big topics affecting your work-life:

  • Work hour concessions during the pandemic
  • Accommodations for a return-to-the-office work plan
  • A recommendation/reference for a new project
  • New project work, or a transfer to another department

In this article, I will give you an easy way to frame a conversation where you have an important ‘ask’ in a way that it will work for any audience – your client, family, friends, anyone.

The Format:

The message is best delivered in person (voice-to-voice) first, with a follow-up via email in a work setting. The verbal delivery helps the listener understand the tone of your message and helps convey the sincerity and importance of the ‘ask’. The written follow-up is like any business proposal – it helps to ensure follow-up.

The Opener:

This will be a gracious expression of a heartfelt thank-you, and appreciation for the current state of affairs. Your focus is to establish a sense of gratitude, and convey your positive energy – both as a team player, and a core contributor to your organization. You will also take the time to list out your personal key, results-based achievements. When listing your achievements, try to include as much detail as possible including facts, figures, earnings, time-saved, users helped, recommendations, etc.

The past few months with a reduced staff have been hard work, but have been motivating for me. Thank-you for retaining and supporting our team members. We’ve worked well together to deliver significant achievements on the project, and on a personal level I’ve really been able to excel in the following areas: 

  • 15 integrations completed resulting in a 20% reduction of admin time
  • Completed 3 remote workshops, and trained team members on how to achieve good meeting facilitation results via Zoom Meetings.
  • A business user had this to say about my customer service ________.

The Ask:

A common mistake people make when asking for something is not stating how it benefits the employer on a business level, and themselves on a personal level. In my view, you can’t ask for more of something while still offering the same work results or benefits.

State what you want, and then explain how that change will save you time/money/piece of mind that you will reinvest in other areas to get a return. Make sure there is a carrot to motivate the decision maker to side with you.

Next month, I will continue the complex integration work on this project to make both us and the project stakeholders happy. That said, there is an important impediment that I need your help and support with. I would like to shift my work hours from 9am – 5:30pm to 7:30am – 3pm in the month of September to help balance my remote work schedule with my children’s re-entry into the classroom.

  • The early-morning hours will allow me to clear off after-hours work orders before my colleagues start, thereby promoting faster ticket response times. (employer benefit)
  • On a personal level, this would give me piece of mind that I am able to handle any school-related issues well outside of my core working hours and avoid unnecessary distractions. (Personal benefit + employer benefit)

The Closer:

Finish with a quick recap of the ‘ask’, and invite the chance to answer questions.

  • I like being a top contributor to this team, and I enjoy doing it for an organization that values customer satisfaction and work-life balance.
  • I welcome the chance to discuss this with you further. What questions can I answer?
  • Thank you for the continued support, and I look forward to discussing how we can be even more successful moving forward.

As the ‘hired gun’ on a project team, consultants are paid to be self-sufficient and low-maintenance. If you find yourself needing something big from your leader, let this framework give you the tools you need to get it.

Helping Your Co-Workers Deal with Stress

Helping Your Co-Workers Deal with Stress

We all come across these colleagues occasionally. People who are completely stressed-out, to the point that they’re snapping at others, putting off decisions, and are just scattered. Some of these folks seem to live their lives in this state (and enjoy it?) and for others, it’s an unusual occurrence when things just pile up too much. We’ve all been there, but working with an over-stressed person presents different challenges than being said person.

At first, you might avoid them and keep your head down, hoping they’ll sort it out. But when a co-worker is stressed and unable to find a way out, it starts affecting their work, your work and the overall morale of the team. In these cases, you can take a leadership approach and help them get that stress back under control and focus properly on the tasks-at-hand.

Approaching a strained person can make matters much worse if done insensitively. There is truth to that witty social media meme that says “Never in the history of calm down has anyone calmed down by being told to calm down.” Here are a few steps you can take:

  1. Start by checking yourself that you’re not being judgmental. Everybody reacts differently and manages different emotions. Keep that all in mind before moving too much further.
  2. Acknowledge the person’s stress and ask if you can help. If they say no, respect that.
  3. Start by listening carefully. Sometimes people just need to vent and put the situation into perspective.
  4. Continue listening and asking questions to help uncover the root of the stress, as well as consequences the person may be worrying about, again, to put things into perspective.
  5. Help the person solve those root problems with practical solutions. Offer to step-in where it makes sense.
  6. Encourage your colleague to take some time to relax with a walk or meditation, giving them time to reconnect with the present moment.
  7. Don’t get too involved yourself. Stress is contagious and your own mental health needs to stay intact. It’s great to help, but don’t let it bring you down.
  8. Most importantly, remain positive and keep calm yourself. If the person refused your help back in Step 2, maintaining that approachable and friendly demeanor is what will bring them to you for assistance when they’re ready.

Stressed out team members, colleagues, clients, recruiters, or family can all affect your life and career, as they bring down both attitude and productivity. You can’t keep avoiding them so the next best step is to help where you can. But while that’s all nice, remember, you’re not a trained psychiatrist and it’s certainly not your job to deal with other people’s stress-levels. It’s great to help, but everything must be balanced. How do you deal with the people in your life who are showing signs of excessive stress?

The Dreaded Question: “Are you busy?”

“Are you busy?”

Don’t you hate it when people ask you that while you’re clearly in the middle of doing something else? How do you even answer that? There’s a chance their next question is probably going to be a favour or more work, and what if you don’t want to do that work?

This humourous video from Julie Nolke dramatizes the thought processes going on when you hear that dreaded question. Can you relate? How do you answer when interrupted by somebody asking “Are you busy?”

Don’t Let Knee-Jerk Decisions Destroy Your Career

Don't Let Knee-Jerk Decisions Destroy Your Career

We work with thousands of senior IT contractors. They have incorporated a contracting business and have been participating in the gig economy for years. As the economy gets challenging and contracts get halted, we’ve seen an increase in these professionals deciding that they’d prefer the lower-risk position of a permanent employee. They start seeking out these jobs and, because of their high qualifications, many companies are thrilled to have the opportunity to scoop up such talent. On the contrary, it’s common in economic downturns to see IT professionals who are typically more comfortable as an employee embrace the IT contracting side of things, and start to pick up these contract opportunities.

For some of these people, the change is perfect. Whether it’s the individual who gave up contracting or embraced it, the economic uncertainty forced them to review their career paths and do something they needed to do long ago. But that’s not everyone! If you’re considering this type of career change, you need to first ask yourself if you’re reacting too quickly with a knee-jerk decision that, although is a short-term solution, will have negative consequences down the road.

What happens when the economy starts picking up and operating at healthy levels again (and it will!)? If we consider the long-time contractor who transitioned to becoming a senior employee, are they going to want to get back into the game and leave the company high and dry, shortly after it invested significant time and money into that professional? Or, is that new-found contractor going to take the first secure permanent job opportunity they can, breaking whatever contract it is that they’re working on? In both of these cases, the results are angry companies, bad references and tarnished reputations for the IT professional.

We’re certainly not saying that IT professionals should remain without income and pass up opportunities. When you find yourself out of work, of course the best thing to do is to get back into the game. And when the economy is going through a rough patch, you have to take the jobs that are available. What you do need to ask yourself is whether or not you’re making a decision based on an immediate, emotional reaction without taking time to think it through — a knee-jerk decision.

The above is just one example of reacting to a situation without enough thought. Something goes wrong and we need to stop the bleeding so we implement a solution as soon as possible, without much analysis. The problem is, that quick a reaction opens up another problem which leads to another knee-jerk reaction and the vicious circle continues. It’s a common shortfall in management and leadership, with plenty of literature on that topic, and we also see it with many job seekers.

Suddenly quitting because a contract isn’t going your way, severing ties and burning bridges with recruiters because of one bad experience, or even picking up and moving the family to an entirely new city are all other overreactions that happen more often than we’d like to see. Next time you find yourself in a brutal situation where you are making decisions that you might regret down the road, consider some of these tips:

  • Take Time: When it comes to your career, very few (if any) decisions need to be made within hours. Often you even have a few days. Don’t let anyone tell you otherwise. Before making any rash decisions, sleep on it and talk it through with others.
  • Understand Your Emotions: It’s important to know yourself and what kinds of triggers in your life might spark which emotions. From there, dealing with the emotions and understanding why you’re feeling them will help to put you in a more rational state-of-mind.
  • Don’t Judge the People: Too often we make decisions based on the other people involved. We have a preconceived judgement of that individual’s character and assume that their behaviour is malicious. The resulting reaction is unnecessary and out-of-place.
  • Ensure You Have the Facts: Taking time, understanding emotions and keeping feelings towards people out of the way are all steps you can take to gather the facts from experts and view the big picture.
  • Avoid the Herd Mentality: Related to gathering the facts, often we see people make bad decisions quickly simply because everyone else is doing it. They’re not always right.
  • Set Goals as a Guide: Great leaders look to their company’s mission and values before making important decisions to ensure their being guided by the right principals. Set goals today and know what you want. Then, when it comes to making that quick decision, you can look back on your original goals and ensure you’re following your guiding light.

There is a definite balance between making a quick decision and taking too long to make decisions. While some situations need faster action than others, always ensure you’re going through a rational decision-making process, especially when it comes to your career.

Stop Playing the “Blame Game” and Start Finding a Solution

Stop Playing the "Blame Game" and Start Finding a Solution

The “Blame Game” is a habit that humans pick-up at a young age. Kids are quick to learn how to pin their mistakes on their siblings, cousins or any other sucker who can get them out of trouble. As they get older, students push responsibility for their failures and shortcomings onto teachers, coaches and peers. You would think that as we mature this behaviour stops, but many adults are guilty of it… some more than others. We’ve all had those colleagues who are adept at dodging accountability and shifting responsibility — they’re experts at professional dodgeball!

There’s no single reason people point blame at others, whether it’s intentional or subconscious. It can be a natural form of survival as people try to hide their mistakes to keep their job and avoid consequences. Serial blaming may stem from insecurities, jealousy, office politics or simple dislike for others. It’s mostly irrational yet still all too common.

Blame culture, in the workplace or any other aspect your life, is harmful. The aggressive and attacking behaviour hurts feelings, damages relationships, and destroys reputations. It’s also contagious, meaning when one person starts laying blame, it begins a vicious circle where others get angry and point blame back. In the end, everybody’s now sidestepped accountability and, even worse, absolutely no progress is made on the project at-hand.

Putting an End to the Blame Game

The first step to ending this toxic behaviour is to take a look at your own habits. Things go wrong and mistakes happen, it’s a natural part of life. For IT contractors, a bad interview, not getting the interview at all, a project going off the rails — these are all cases where it’s easy to cast blame on the recruiter, manager or team member. While it may be true, there are some important steps to take in order to remain professional:

  • Point to Facts, Not People. Maintain the big picture of why things went wrong, including the process and environment. Avoid pointing to an individual unless it is absolutely something that was their responsibility.
  • Admit When You’re at Fault. Understand that nothing was 100% outside your control. Take an objective look at what failed and figure out what you could have done differently to prevent that situation and take ownership.
  • Know Your Responsibilities from the Start. Great communication prevents so many needless problems. When responsibilities are clarified at the beginning of a project, it’s less likely there will be mistakes and, if there are, accountability is clear. A tense argument over fault won’t be necessary.

While you should refrain from needlessly pointing blame, the same is true on the other side of the scenario — don’t be the person who always accepts responsibility for somebody else’s errors. IT contractors are in a position where you get blamed for more than necessary. It’s easy for clients and their employees to push responsibility for failures onto you. Even lousy recruiters will tell their boss that you flubbed the interview when, in reality, they didn’t prepare you properly. Sure, they all should have been more prepared and communicated better, but why damage their internal relationships when there’s a perfectly good contractor to use as a scapegoat? This is where preparation and documentation are key. Double-check responsibilities, ask many detailed questions, and confirm agreements by email, ensuring that if things go wrong, you can back up all of your work.

Whether working on a project or searching for a job, things are going to go wrong. Finding and solving the root of a problem is a difficult process that often includes accepting responsibility and addressing other people’s shortfalls… all without hurting relationships. That is not easy. What tricky situations have you found yourself in? Do you think you could have handled them better?

You Need to Have a Routine When You Work from Home

You Need to Have a Routine When You Work from Home

When the COVID-19 pandemic really became a reality for Canada in March, millions of Canadians were forced to work from home on a full-time basis, and many were setting up home offices for the first time. It was a big change, and understandably, productivity was expected to slip as we adjusted to a new way of doing this.

Eagle’s COVID-19 resources have had no shortage of work-from-home advice to help you get set-up and the Internet in general is overflowing with information to help you out. So, it shouldn’t come as a shock that three months later, clients and employers expect that you should now be working at full capacity. If you’re not there yet, then it’s time to build a routine to get yourself moving. And you need to do it now.

Routine will bring a sense of normality back to your day. It helps you build a regular schedule and to-do lists which are going to prevent procrastination and help you avoid bad habits overall. You’ll also begin to develop some great habits and your productivity will return to a level you can be proud of.

Having a routine in place is also critical to your own health. Indumathi Bendi, M.D., a physician at Piedmont Healthcare recently told Apartment Therapy “Carrying out routine activities reduces stress by making the situation appear more controllable and predictable. Preparedness is a key way to prevent stress.”

If you seek out expert advice on “the best morning routines” or “#1 work from home routines to make you a star” you’re going to be overwhelmed with different opinions and theories. The truth is, your routine is going to be different from anyone else’s. It will depend on your personal life (do you have kids hanging around the house?), your personal productive periods (everybody is more productive in different parts of the day), and hundreds of other variables unique to you.

Your best routine is going to mirror the regular work day you used to have — from waking up to commuting to working hours — as much as possible. Here are some elements to consider when creating your work-from-home routine:

  • Your Workspace: Your bed or the couch is not going to cut it. Even if you live in a small apartment without a private office, you still need a small area with a desk/table to keep organized.
  • Start/End Times: Setting specific “office hours” for yourself helps you build work/life balance and clients will know exactly when you’re available.
  • Breaks: Plan a regular lunch break and coffee breaks throughout your day, just as you’d have at the office.
  • Exercise: If you used to go to the gym in the morning or after work, continue to build those workouts into your routine at home. Don’t forget that walk you used to take from your car to the office. Even that void can be filled with a quick walk around the block.
  • Sleep: It’s easy to get into the habit of sleeping in a bit longer when you no longer have to worry about a commute or spending so much time getting ready. But that will creep up on you and, when the time comes, returning to regular office hours is going to be extremely difficult. Continue to wake up at the same time you used to and use that new-found time for yourself. Exercising, meditating or connecting with people are all amazing things we didn’t used to have time for but now the opportunity is there!

Your daily routine doesn’t need to be written down in stone and followed aggressively, but some sort of structure and predictability will do wonders for your productivity and mental health combined. What does your daily work-from-home routine look like?

Change the Negative Attitude That’s Destroying Your Career

Change the Negative Attitude That's Destroying Your Career

When we look back at all the reasons contractors have created a bad reputation for themselves, one common theme sticks out across the stories — a negative attitude. We all have bad days but there are some IT professionals we meet who are plagued with a negative attitude that hinders their relationships with not just recruiters, but clients too. In fact, there are situations when clients have asked us never to present an individual to them again because their demeanour was too sour.

Examples of negative contractors stand out through the entire job search and contracting process. Some destroy their first impressions with rude interactions when a recruiter first reaches out. Rude behaviour like immediately demanding “What’s the rate?”, swearing or hanging up mid-conversation are all behaviours that almost guarantee you will not be hearing from that recruiter again, no matter how much of a fit you are for the next role. You might argue that intrusive phone calls from random recruiters in the middle of the day warrants a harsh response, but there are certainly more polite ways to handle the human being on the other end of the phone.

Then there are the times a negative attitude suddenly appears from the qualified IT contractor who we’re working with to submit to a client. These individuals were amazing in the initial screening but transition into a monster. They refuse advice, telling us their resume is “good enough” and when they get in front of the client for an interview, they immediately start bashing previous clients and sometimes even the potential client! Then, when the inevitable decline comes in, they throw the blame back on the recruiter, claiming they were badly prepared or misinformed about the opportunity.

And finally, the most common example of negative attitudes that hinder a contractor’s career come when they’re at the client site. It’s usually something that doesn’t come out immediately, but then the client informs us that the individual is intolerable. The negative person takes a hostile approach to dealing with confrontation or has a “my way or the highway” frame of mind. In other words, customer service on the contractor’s part is clearly lacking.

Do any of these examples sound like you? Have you noticed that people are calling you less and less for opportunities? It might be time to take control and bring a more positive approach to your work. Here are a few tips on how to do that:

  • Recognize the negative attitudes you have and when they’re most prevalent. This is the most difficult part of the process and requires some uncomfortable self-awareness.
  • Identify the cause. Are you unhappy in other parts of your life? Are you under pressure or frustrated and reacting with too much emotion?
  • Understand how negativity is affecting your career. Recognizing the bridges you’ve burned will give you motivation and goals to create a change.
  • Evaluate how you speak. You may think you’re a positive person, but if you think back to conversations you’ve had throughout the day, your wording may have been perceived as miserable.
  • Force yourself to use positive speech and positive self-talk. Consciously adding more positive words and eliminating the negative words from your vocabulary will shift your way of thinking and your natural conversations.
  • Put yourself in positive situations. Indulge in more comedy, read more uplifting stories and, most importantly, surround yourself with positive people. You’ll naturally pick up a different approach.
  • Take on a “Change” mentality instead of being a victim. Rather than get angry at a situation, ask questions to see how you can make it better.

All of us slip up here and there. Sometimes you’re having a bad day and, frankly, sometimes you have to deal with ridiculous people who need to be put in their place. What will differentiate you as a negative or positive contractor is how you deal with each situation. Carefully thinking about your wording, recognizing when you mess up and apologizing, as well as understanding other people’s bad days will all move you into a more favourable spot with both recruiters and clients.

Handling a Recruiter’s Unexpected Cold Call While Maintaining a Positive Relationship

 

Handling a Recruiter's Unexpected Cold Call While Maintaining a Positive Relationship

IT contractors who have been in the community for long enough know that cold calls from tech recruiters are inevitable. Sometimes you welcome them, other times you find them a nuisance, but one thing you’ve learned is that they’re not going away.

Naturally, we prefer that you embrace these calls. Recruiters dream of calling a contractor who answers the phone on the first ring, drops everything to listen intently about the opportunity, provides all the information required and gratefully thanks them before hanging up and emailing an updated resume right away. Ha! We also understand the reality that you’re a busy professional receiving calls from other agencies too and you simply don’t have time to humour us all.

Great recruiters understand that they need to build respectful relationships with IT contractors if they want to do business with them in the future. Similarly, smart contractors are aware that it’s wise to build relationships with recruiters today if you want to increase your chances of getting a gig tomorrow.

Why Are Recruiters Cold Calling You?

When a recruiter contacts you out of the blue, they might have a specific job opportunity and are wondering if you’re interested or they may have some intelligence that a company or several companies will soon be looking for contractors with your unique skillset. In any case, they are not calling to offer you a job on the spot, but rather want to understand your current status and if you’re open to opportunities.

The Best Way to Handle a Recruiter’s Cold Call

If you pick up the phone and find a recruiter on the other end, the first thing is to remain polite, even if you’d rather not hear from them. Remember, it’s always important to build that relationship… plus they’re human and deserve respect. If you don’t have time but are interested, ask to reschedule at a better time. If you’re not interested at all, let them know that quickly as well, to save everyone some time.

When you have a few minutes and know you’ll be looking for a contract in the coming months, we recommend taking the time to listen to what the recruiter is asking about. A respectful recruiter will keep it brief and transparent. A few questions you should be prepared to answer include:

  • When are you available to start your next contract?
  • What industries and/or disciplines do you prefer?
  • What’s your current rate range?
  • What area(s) of the city do you prefer to work in?

If You Choose to Ignore That Call

Every recruiter would love it if you answered the phone but we understand if you don’t. Especially In today’s world, an unfamiliar number is usually somebody trying to sell you something or a computer notifying you that you’re under arrest. That said, the recruiter is almost definitely going to leave a voicemail and/or follow-up with an email. Do your best to respond promptly. Like you would on the call, briefly let them know your interests and availability for your next contract. Sending an updated resume is always a nice touch. Or, if you’re happy where you are with no intentions to leave, be open about that as well.

Every relationship has micro-opportunities that allow you influence it in a positive or negative way. A simple 3-minute phone call can make a huge difference in whether or not you hear from a recruiter down the road.

Build a Stellar Client Relationship by Managing Realistic Expectations

Build a Stellar Client Relationship by Managing Realistic Expectations

A reality IT recruiters face is that some gigs are going to go wrong. The contractor and client get off to a good start, and then a few months in, we get a call that things aren’t working out. There are a number of reasons IT contracts crash and burn — personalities, lack of skills, poor leadership — but many times, we learn that the situation could have been avoided if more clear expectations had been set up front. Obviously, the contract between all parties defines the project and deliverables, but a good working relationship has to be built on more than is typically written in a contract.

Failing to define realistic expectations with your client, your team, or anybody involved with an IT contract can lead to damaged relationships and unnecessary conflict. As the project progresses, all parties may make assumptions that drift further and further apart. Suddenly, when one person thinks everything is running smoothly, another is disappointed and angry at the status.

A standard contract will define the final deliverables, expected hours to be worked, location, duration and rate. But there are always other smaller expectations to be discussed upfront with your client. For example, you might ask your client for more details about the final deliverables, their own goals for the project, and milestones they would like to see met. It’s also the time to be upfront about your own limitations to avoid and scope creep. For example, which days you are unable to work and which skills you do not have (and never claimed to have).

Expectations are not limited to complete projects and should be set on a micro level as well. One example is meetings. These are frequently referred to as a waste of time because proper expectations were not set. If everybody attending is aware of the goals, desired outcome, expected duration and who will be in attendance, it not only helps them prepare, but you know if the meeting was successful at the end. When it’s a waste of time, everybody will understand why and can work to improve it.

How Can You Set Realistic Expectations with Your Client?

The earlier you can set expectations to ensure everyone is working towards the same, common goal, the more efficient the project will be. Here are a few tips to get you on your way:

  • Don’t assume anything. Put everything on the table and ensure you both clearly understand each other’s expectations, desired outcomes and definitions of success. Understand what’s a must-have and what’s nice-to-have.
  • Eliminate the fluff. We’ve posted many times about realistic SMART goals and expectations should follow the same guidelines.
  • Build your communication skills. It is impossible to understand expectations if you cannot communicate your own. You also have no control over other people’s communication abilities, so yours need to make up for their shortfalls.
  • Confirm it all in writing. Not everything has to be in a formal contract, but a follow-up email summarizing the agreed expectations can be invaluable.
  • Provide updates. Things are going to go wrong and off-track, and that’s ok. But if expectations were never adjusted, there is going to be disappointment when reality is revealed.

What expectations do you set with your clients before beginning a project? What about with your recruiter? Are there any discussions you like to have upfront before moving forward on an application? Please share your opinion in the comments below.