Talent Development Centre

Tag Archives: permanent employees

The Talent Development Centre includes advice for independent contractors in IT from one of Canada’s top staffing and recruitment agencies. See all posts about permanent employees.

The Key Differences Between Contract and Permanent Resumes


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Alison Turnbull By Alison Turnbull,
Delivery Manager at Eagle

The Key Differences Between Contract and Permanent ResumesYour resume is one of your best marketing tools.  In addition to a great social media profile, your resume is the primary tool used to get you through the door for an interview, affording you valuable face-to-face time to ultimately sell yourself to a potential employer.

Candidates often ask how their resumes should differ if they are targeting permanent vs contract employment.  In many cases there would be significant differences, and we strongly recommend having more than one CV if candidates are genuinely interested in both permanent and contract work.

For consulting opportunities, clients are generally focused on a candidate’s ability to come in, hit the ground running and successfully deliver on a very specific mandate.  Consulting resumes are often longer and more detailed, particularly when consultants are bidding on public sector work.  In these cases, clients require very detailed information to clearly show that a consultant’s experience fits their mandatory requirements.  Clients are typically seeking someone who has ‘been there, done that’ as there is little ramp up and training time afforded in the contract world.

For permanent employment opportunities, clients are trying to gauge a candidate’s overall fit for not only the role, but the organization as well.  It is, therefore, not only essential to focus on past achievements and quantifying details on how you have benefited your previous employers and added value to the organization, but also to provide some insight into your work ethic, leadership style and ultimately your personality.

To offer an example, a Project Manager’s consulting resume should always have details provided for key projects including budget, team size, initiative and the outcome (was the project completed on time, under budget).  It’s also important to list specific dates as clients are particularly interested in frequency and duration of contracts.  For a Project Manager’s permanent resume, it would be more important to keep the resume concise and to capture the reader’s interest — but also to show how you can provide value to the organization beyond just leading projects.  It might make sense to provide more of an overall synopsis of achievements but offer an addendum of projects that can be provided on request.

There are many free tools and templates available today, so be sure to do ample research and ensure that your resume is keeping ‘up with the times’.   Is it time for you to revamp your resume(s)?

Permanent Employment vs. Contracting: A Fine Line with No Clear “Right” Answer


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Morley Surcon By Morley Surcon,
Vice-President, Western Canada at Eagle

As a tech professional, whether you prefer being an employee or an independent contractor, it’s best to take a focused approach.

Contractor Making a DecisionContractors (or rather those considering becoming a contractor) frequently ask me whether being a permanent employee or a contractor is the best way to go.  There’s no correct answer to this question.

Certainly, the world is heading towards what many are calling the “Gig Economy” and this means that not only will contingent workers be more in demand, people will begin differentiating themselves from their industry peers by marketing themselves as professional contractors.  Eagle has witnessed fantastically talented people who, having been an employee for many years with the same company, struggle to find work as their “loyalty” is actually viewed as a detriment to their resume – how different the world is from that in the ‘70s and ‘80s when longevity at a single company was a filter companies used to identify good “company” men and women.

That said, companies often do show more loyalty and will make greater investments into the skills of their employees.  Contract professionals are expected to keep themselves up on the latest technologies, approaches, etc. and it is expected that they come to a new position ready to go and able to deliver.  Even so, job security for employees is not what it once was and, when times are tough, they can see themselves between jobs just as easily as contactors.

Many people are trying to sell themselves as interested in both – employee positions and temporary contracts.  But there is a drawback to this as well.  Prospective employers may be concerned that a person’s interest in one or the other is only temporary and they may fear that you will not be as committed to this course as others might be.  We have seen over the past 5+ years that specialization, especially within the IT industry, has trumped generalization.  Eagle used to track which people were specialists in a certain area or areas and which people had more of a generalist capability.  The companies that Eagle works with have almost exclusively moved to a “specialist-only” mentality when it comes to hiring contract workers; and there has been a noticeable trend toward this for full-time permanent employment positions as well.  We now focus only on what applicants are best at and we market this to our clients.  Hiring managers want to know what people stand for, where their interests lie and what they are good at. So, saying you are interested in both contract and permanent opportunities in equal measure no longer makes you a match for either.

The key to making the right choice (for you!) in this matter is to “Know Thyself”.  Know what you really want from work and your career; and design your education and your work experience to reflect your goals.  That way your personal branding can be clear and on-point. If you are clear on what you want and build your resume accordingly, companies will see that you know where you are heading and you will set yourself apart from these other “lost souls” that try to sell themselves as a jack of all trades. Whichever direction you choose to go, do so with a plan and arm yourself with the knowledge and expectations needed to fit in and be successful.

Here are some links to articles on the web that can help inform you so that you may chart your course…

Getting Along at Your Client’s Site


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Tips for Dealing with Permanent Employees Who Hate Independent Contractors

Tips for Dealing with Permanent Employees Who Hate Independent ContractorsWhen you consider moving from being an employee to an independent contractor, you weigh all of the pros and cons, considering new challenges such as accounting, insurance, and the risk of being out of work. One challenge new IT contractors sometimes don’t consider is dealing with the negative feelings and the cold reception they sometimes get from a client’s full-time employees.

Building relationships at a new client site is challenging enough, and when employees already have a negative pre-conceived idea of you, you will find yourself starting from behind. So how can you deal with these permanent employees and their bad attitudes, while also building a productive working relationship?

Start by understanding why they resent you

The employee failed to understand your situation and made assumptions, so don’t intensify the issue by falling into the same behaviour. Although you may not agree, keep their point-of-view in mind and consider these reasons that your client’s FTEs may dislike you and your fellow independent contractors:

  • They find out that their company, who they’ve been loyal to for many years, is paying you a lot more;
  • Employees have to deal with the entire job, including office politics, performance reviews, training sessions and admin tasks, whereas contractors get to do only the core work;
  • Independent contractors come in, do the high-profile “fun” tasks, then leave the IT employees to “clean up the mess” and do the grunt work; and,
  • By nature, independent contractors are experts in their field so tend to be more focused and productive. If management hasn’t communicated the IT contractor’s role properly, this is threatening to employees.

Take the highroad and start building that relationship

Depending on the scope of work in your technology contract, odds are you will need that good report with employees if you’re going to be successful, so start building it immediately. It’s up to you to be the grown-up, positive person, so try some of these tactics:

  • Communicate well, especially when explaining your role and that you’re not there to take their job;
  • Be generous of your time by offering training and mentoring;
  • Avoid coming off as a jerk, patronising, or acting above the employees. This can happen unintentionally when trying to pass on your knowledge, so be selective of your words;
  • Stay out of office politics or exposing lazy employees. Simply do your job and help the employees look good; and,
  • Refrain from talking about money or answering their questions as to how much you make. Where figures do get exposed, take the time to explain all of your extra costs. If you do make significantly more than employees, avoid flashing your success in front of them.

Some people won’t change. They’re bitter, disgruntled employees who are going to despise you no matter what you do or how hard you try. Like every other person you come into contact with who is like this, don’t put energy into them. Your options are to put up with it for the duration of your contract, work from a different location (home office?) or, if it’s really bad and you’ve explored all possible avenues with no end in sight, start looking for a new contract.

Do you have experience dealing with permanent employees who didn’t want you in their office? Is there any advice you would offer to a new contractor? We invite you to share your thoughts in the comments section below.