Category: Business
“It’s not Personal” – IMA’s inaugural networking event

Well, this may not have been the official title of the event, it was definitely one of the key takeaways from our guest speaker, Jane Huxley.

We set up this night, with the aim to build on the events we have been having in Melbourne over the last 12 months, getting guest speakers to speak at our company meetings, to share some insights and hopefully drop some inspiration for our Consultants. The powers that be in IMA Sydney, decided to take this idea one step further. We invited along, not only IMA staff, but their partners, clients and people from our talent pool to join us in learning, with the added benefits of some magnificent canapes, drinks and stimulating conversation.

Jane Huxley, (as of writing this) the soon to be MD of Spotify, was our headline act. In short, if you are in the position to get Jane to speak at an event of yours or you can steal her for a 30 minutes coffee, take it, take it every day and twice on Tuesdays. Jane was amazing. For someone whose background includes roles like MD at Pandora (music streaming not jewellery), CEO and Publisher at Fairfax Digital, Head of Product at Vodaphone, and a Director at Microsoft, she was so relatable to everyone in the room and really impressed everyone. As mentioned about “it’s not personal” or “INP” was a takeaway we can all learn by, when those days are getting a little long, and the meetings a little too awkward or tough. Her stories on mentorship and disruption and her strength on mind to succeed had everyone at the edge of their seats.

It was a great night, even if I didn’t get to win the Haighs chocolates, I draw comfort from the fact that a person who scrubbed my name off one of my business cards and wrote her name at the back of it did win. No commission for this little Recruiter for that transaction… unless they are in the mail of course. I hope you see this Madeline Jack

Paying it forward…
Paying it forward – IMA’s Corporate Social Responsibility initiatives

In April 2017, the HQ team in Sydney took on their first Corporate Social Responsibility challenge. With so many worthwhile volunteer projects to dedicate our time to, the toughest task was actually deciding on which one. But as ANZAC Day was around the corner, the team decided on Legacy and . . . sprigging rosemary!

What’s the significance of rosemary on Anzac Day and what’s ‘sprigging’?

Rosemary is symbolic of Anzac Day because when the Anzac troops landed at Gallipoli, rosemary was growing wild all over the peninsula and since ancient times, this aromatic herb has been believed to have properties to improve the memory. It has become a symbol of fidelity and remembrance. Lest We Forget.

For several days in the lead up to Anzac Day each year, volunteers of all ages (including wives of veterans and war widows) gather around long tables at Legacy to prepare the rosemary. Rosemary ‘sprigging’ involves cutting the rosemary branch to the required length (10cm), attaching the Legacy sticker to the base of the branch and then stacking the rosemary sprigs into the legacy box that volunteers use to hand out to the public.  Sprigging is a very precise activity. The little branch can’t be too woody, too long or too short. The Legacy sticker needs to be well attached to the leaves so that if it rains, the sticker stays attached to the rosemary. Every year in Sydney, volunteers hand out close to 80,000 sprigs of rosemary and they are pinned to the lapel or collars of veterans and members of the public.

Our IMA volunteers were all new to sprigging rosemary and had no idea what to expect. When we arrived at 8:00am, all the tables were set up with instructions, rosemary piles, stickers and scissors so we plonked ourselves down and got straight into it. Archana settled straight into trimming and quality control – pointing out to some lackadaisical newcomers that all sprigs MUST BE 10cm or the sprigs won’t work properly! They got the message pretty quickly and began producing much better quality work.

Rob excelled in finding the prettiest rosemary branches and made sure Team IMA had an ongoing supply of premium rosemary sprigs! By the end of our morning shift, we had produced about 12 trays (approx. 1200 sprigs we think). Legacy put on a great spread for morning tea too which kept everyone energised and focused on the job at hand.
We all agreed that the act of rosemary sprigging is actually very calming and therapeutic and it was fun getting involved in something really different. But the real highlight was paying it forward and contributing to the remembrance of Anzac Day. Looking forward to the next CSR activity planned for the next quarter of 2017!

Deliver a Solution Not a Project: What To Look For!

Have you ever been assigned to a client who had the budget approved, the solution identified, and the project initiated, and you were requested to manage the project? Have you ever worked on a project where you understood that the scope of the solution should have covered more than what the client had planned for? Have you joined a project only to find that key stakeholders are missing? How more hard could it be to manage a project without being in full control of its elements?

It reminds me of some statistics I came across a while ago. Being a BA/PM consultant becomes a real challenge when you know that you have only a 64% chance of successfully delivering your projects, according to PMI’s 2015 report Pulse of the Profession®: Capturing the Value of Project Management.

But why after all the maturity that took place in the project management and business analysis fields that projects still fail? I argue that many of the PMs and BAs who were sampled in the report are expert in their fields. This is clearly inferred from the same report where it shows that more than 60% of the surveyed organisations already fully understand value of project management, actively engage sponsors, and possess high alignment of projects to strategy. These organisations are expected to hire top notch BA/PMs and ensure continuous development of their resources.

If even expert BAs/PMs fail, then why there are some who managed to distinguish themselves from the rest of the crowd and associate the word “Great” or “Successful” to their title? Do they have the “magic wand” that turns any project they work on into a success story, or do they manage to see things other professionals are not able to, and manage to save themselves from losing the case? I am inclined to bias towards the second probability for obvious reasons 🙂

THE MISSING LINK!

Let’s have a deeper look into why projects fail and see what gaps have these great professionals managed to bridge. Statistics show that 47% of failed projects are a result of poor requirements management, according to PMI’s Pulse of the Profession: Requirements Management — A Core Competency for Project and Program Success.

Being an expert BA/PM will most probably grant you 64% of the success you need, but focusing on requirement management could increase your chances to 81%. This means you need to focus on factors that lie somewhere outside the boundaries of the simple project management realm. Yes! Outside the boundary of the project. Managing and controlling these outer factors is, in my opinion, the key to succeed in most of your projects.

But why to look outside the project? isn’t requirement management already a part of the project? Well, yes and no. Requirement management starts way before the project starts and forms the basis on which projects initiates, and this is where the risk comes from. Remember the scenario discussed at the beginning?

Back to the consultancy world, you usually join the client when the project is kicked off and you are required to deliver it “successfully”. This means that some sort of requirement management effort has already been taken place, and you have no control on the level of quality done to identify the business requirements behind the project and the value this initiative is expected to bring to the organisation.

If you proceed with your project as initially planned, you put your destiny on the hand of anonymous stakeholders who promoted an idea, formulated a project, and put you in front of the cannon. What happens if they have laid the wrong foundation for your project? For example, what if the client:
● Mixes desires with needs, and formulated a project around these desires without real business need?
● Articulates solutions as requirements and expect them to be delivered without proper assessment of their validity and effectiveness?
● Agreed to a solution that is not linked to business objectives?
● Has no business case or enough support from within the organisation?

If you don’t know where you’re going, any road will get you there.” – Lewis Carroll

In these cases, a project manager would be able to deliver the project according to the stated requirements but would put himself a potential prey to the 36% of failed projects and some reasons for that would be:

● In reality, projects are judged by the value they deliver to business rather than to what extent they match stated requirements.
● The ones who evaluate the project success are not necessarily the sponsor who initiated the project. These stakeholders might not have been identified as key stakeholders.
● The project delivers the intended value but it is not enough to realise the real benefit to the organisation.

MEET ORGANISATIONAL EXPECTATIONS!

The key to “great” project management and business analysis work is to meet the expectation, and by expectation I mean organisation’s one and not merely the sponsor’s. Remember that great BAs/PMs need to align project objectives to organisational ones, and this what grant them sustainability and success.

To meet expectation, you need to find and work on a complete solution that resolves client’s underlying problem, and not only smooths the symptoms that appear on the surface. Delivering the “stated” project might not give you the result you need because, at the end, the deliverables will be part of the new organisation’s capabilities, and you wouldn’t be sure if someone has already verified whether such deliverables would fit in the organisation smoothly.

SEEK SOLUTIONS NOT DELIVERABLES!

Successful projects manage to synergise deliverables with organisations’ environment. This means that project needs to take into account the organisation’s readiness to implement the solution successfully, integrate it into the day-2-day operations, and grant enough support to sustain its existence and realise its benefits.

This means that BAs/PMs should seek solutions that consist of some or all of the following:

TECHNOLOGY

Assess what and how technology is used and promoted inside the organisation. Verify that existing technology doesn’t fulfil the functionality requested. See if the new solution is in alignment to the technologies existing within the environment. Check contractual agreements and make sure the new solution is not limiting the organisation in expanding its business. Check if the technology used doesn’t need a change in other areas, like processes and organisational structuring.

PEOPLE

Assess what skill set is available within the organisation and whether it is enough to guarantee project success. Assess what development areas should be addressed to ensure value realisation. Verify that enough resources are available to get the job done. Assess how processes are setup around the solution and whether such processes are efficient. Process re-engineering is gold mine for boosting operational efficiency.

Organisational restructuring can also be part of a solution. Changing the way people are structured throughout the organisation could help streamline operations, increase efficiency, and ensure the right people own the right solution components.

CULTURE

Assess how internal culture impacts the work carried within the organisation. Understand how formal/informal politics/power impact and drive decision-making. Locate informal influencers and make sure they are content, if not satisfied, with your solution.

If a solution doesn’t require a cultural change, understanding how culture impacts the daily operations helps getting the right people engaged, and keeping the project on focus. Granting buy-in to your deliverables is key to project success.

THE CATCH!

When you join a project, don’t settle for what you are told to do. Maybe you are obliged to abide by the scope of the contract, but this should not hinder you from being on watch for what could cripple your project, continuously revising the givens and making sure what you are delivering constitutes a “complete solution”.

Be in search for external factors that grant you success. Influence decision makers to take corrective measures. If you are not able to change the course of the project, at least you know what you are missing, and maybe you could influence decision makers on the right time. Keeping key stakeholders aware of what a complete solution should be puts them on the same boat with you.

Don’t lose focus of the critical solution components: Technology, People, & Culture.

This time I highlight “what” I think you need to look for if you want to increase your chances of getting it right, wait for the next blog where I will discuss “why” and “how” looking into the bigger picture increases your chances of delivering great projects.



Wael BassionyPassionate about project management and the challenges faced by project managers. Over the last 16 years, Wael assumed several positions in IT and Telecom sectors, with specialisation in business analysis, project management, technical architecture, and leadership. He has hands-on experience in managing diverse types of projects, from small, short-term, to MM$, strategic ones. He holds a Master’s degree in Computing, a Master’s degree in Business Administration, and a number of technical certifications like PMP, CBAP, and ITIL.

Dad jokes…. why we love them

Those of us are accomplished at dad jokes are accustomed to the rolling eyes, face palms and sneers that are the stock response to our creations from those who have neither the wit or the will to understand.  “Cruel and unusual punishment” they moan.  “Puns are the lowest form of humour” they cry.

But wait, there’s more.  Let’s have a closer look at the dad joke.

‘Normal’ jokes are malicious.  The basis of ‘normal’ comedy is mocking someone’s misfortune or perceived weakness, thereby diminishing them.  This recognition is nothing new, millennia ago it was propounded by Aristotle that comedy focused on personal “weaknesses and foibles”.  ‘Normal’ jokes rely on and reinforce stereotypes and prejudice.  Behind the laughter there is cruelty, and it’s personal.

Dad jokes are benign.  Their basis is exploring words and meanings and ideas and how they play nicely together.  Dad jokes celebrate collaboration and creativity.  Behind the laughter is delight.  Which is why it appears in silhouette.

Dad jokers are special people (and they don’t have to be dads) who have the skill and ability to appreciate context, to interrogate and comprehend language, ideas and meanings, to recognise and interpret patterns and trends and explore the ways in which all these things can be recombined into something new and then deliver it, all in an instant.  It’s more than an art, it’s chemistry or, more likely, alchemy.  It’s Mohammed Ali in ballet shoes and a wizard’s cloak.  These people walk amongst us.

I contend therefore that because all these marvellous qualities express themselves in the form of dad jokes, that makes dad jokes an excellent predictor of someone’s ability to think differently, to derive profound insights and imagine innovative responses to satisfy business needs.  To add value.  Who wouldn’t want someone like that in their enterprise?

So, if you’re prospecting for talent, think a bit different and ask a question like “what gives you delight?”.  If the answer is something like “dinner with friends” then demur politely and move on.  If, on the other hand, the answer is “de switch on de wall” you know you’ve got a live one.  Play your cards right and add a dad joker to your pack because, like Parmesan, they’re the gratest.



Additional Budget? How to spend it wisely…

MONEY- this is the word that rings first when any task has to be accomplished.
Often, organisations allocate budget for projects that are considered as business enablers or enforced as mandatory changes to be implemented for that year. It’s a dream for the management that there is more money allocated to the project than what is required to achieve the project outcome. Such dreams comes true when the board realises there is money that is not yet spent for the financial year and authorise the additional money to be spent for any projects or initiatives.

It sounds easy to spend money but it’s always a challenge to spend additional money constructively to bring in positive outcomes. Spending additional budget is yet another project which requires evaluation of options, estimation, good planning and successful execution.

While additional budget is available, we also need to be mindful that it has to be spent to the benefit of the sponsor. At the same time, all stakeholders would expect the fund to be spent wisely and effectively. While there are numerous options to constructively spend additional budget, there are few options which benefits project, team and sponsors equally.

1. Invest on activities that benefit the sponsor such as Process Improvement
There is always a room for improvement in any organisation. We identify a list of improvements and in most cases, those initiatives don’t get mobilised either due to lack of funding or due to other high priority activities in the pipeline. When money is available for initiatives, it’s good to start implementing those improvements that would benefit the organisation. On implementing improvements, the organisation would realise the benefits in near future or upcoming projects and would result in a satisfactory outcome both for the sponsors and the project and eventually it would be a good learning experience for the team.

2. Identify potential future projects and invest the fund to do the initial assessment for the potential projects
Most of the projects limit their scope to what can be achieved with the allocated funding and within the expected timeframe. The tasks that are deferred for the future eventually become the scope for the a new project. Additional budget available in the current project can be used to do the initial assessment of those deferred tasks which serves as the key input to initiate the next phase.

3. Onboard additional staff and invest on up-skilling the team members and at the same time the team can contribute to the project outcome
Knowledge of a business process and technology is an asset for any organisation. On-boarding additional resources and up-skilling them during the project journey has a two fold benefit; the new member can contribute to the project and at the same time the resource can be trained in the business process which can be leveraged in the future projects.

4. Allocate some fund for rewards and recognitions
A motivated team brings in remarkable results and timely recognition and rewards ensures that the team is motivated to continue to do their good work. Some of the additional budget can be spent for rewards and recognitions while will keep up the morale within the team.

5. Organise team building activities
Teamwork is one of the top soft skills that is required to have a healthy and positive working environment. Team collaboration helps to achieve the project objectives efficiently. Team events provide an environment for the staff to interact and socialise with their colleagues out of their daily work. This helps to build a more friendly work environment, which eventually results in better project outcomes.

6. To retain skilled resources until start of next assignment.
To spend the additional funding inline with the project objectives is a tricky challenge in a scenario where you may already have enough funds to meet the project commitments. If there is a possibility to carry forward the remaining fund to the next phase of the project then the fund can be utilised to continue the core skilled team members if there is a visibility of any upcoming projects where their skills are required. This in-between time, while the next phase is yet to start, can be a good reason for the team to document their learning and prepare knowledge artefacts that can be used to train new members in future.

Ideas to spend money are never ending but at the end of the day, the money has to be spent constructively and wisely. The key success to spending money is to first get the ideas open to the stakeholders and get the buy-in from everyone involved on the option chosen to spend the additional budget. The task doesn’t end in just finalising the option. The challenge is to execute the budget plan successfully, monitoring and tracking throughout the journey and to achieve a positive closure by accomplishing the expected outcome within the budget. Also ROI and benefits has to be evaluated before starting the budget plan.

Money and business are in a cycle, spend money to improve business and improved business gives back the money. It sounds easy, isn’t it? But we all know its not in reality. So Spend Smart!

Gayathri Ramamoorthy – Gayathri is a Project Manager who joined IMA recently and has over 14 years of experience in IT industry. She has been working in IT projects in diverse domains, which includes Manufacturing, Telecom, Chemical and Food Process Industry, Financial Services. She spends her leisure time with her daughter playing interesting kids games. She has now started to explore the experience of blogging and this is her first attempt towards the blog journey.


How to be influential with senior clients/stakeholders – Part 1 (A BA’s perspective)

Stakeholder management is one of the important aspects of business analysis. In this blog, I want to share my learning on how to be influential with senior clients/stakeholders as a business analyst. I usually follow the “Five Ws and One H” format, which forms the basis of “Problem Solving”, but have modified these questions to fit the topic.

  1. Who is a senior stakeholder?

Stakeholders are people, groups, vendors or organisation who participate in the projects and have different levels of involvement and interests. They also are likely to be impacted because of the project. Senior stakeholders are those who possess the highest authority in the project environment.

  1. Where to find them?

Stakeholders can be in the office, on the field, in the factory or anywhere else. When a business analyst is assigned to the project, he /she needs to identify the stakeholders and conduct stakeholder analysis. The BA has to use multiple ways to find them.

Get the list of stakeholders involved in the project from the manager or supervisor. Talk with people to find the decision-making authorities, executives, third parties and end users. Also in IT projects, there are instances where the software systems interact with other software systems and hence it becomes necessary to find who owns these and check if they are impacted by the new initiative.

A simple method to capture this information is via Stakeholder Analysis Matrix. This matrix should contain all the required details about stakeholders involved in the project. It helps in identifying senior stakeholders and estimating their levels of interest based on how it would impact them. That will in turn help to prepare before interacting with them.

 

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  1. When to influence the senior stakeholders?

Influencing stakeholders from all levels (junior till senior) is an ongoing activity, which starts from day one of the project. Early start to this activity is always beneficial to the project.

  1. Why is it needed to influence them?

Business analysis is a critical part of a software project. In complex projects with diverse stakeholders, their different motivations might affect the delivery of the project. The BA needs to quickly resolve all types of issues and lead the way. The BA also has to keep them interested. However BAs don’t have any formal authority. Hence they must be influential enough to exercise that power informally.

  1. How to be influential with senior stakeholders?

Now to successfully influence the senior stakeholders, I follow the below techniques:

  • Communication techniques

Get to know how they want to be communicated. Some might prefer one to one meetings, emails or even phone calls. Understand which method would help. Prior to your interactions, do the homework, anticipate how the discussion is going to be and be prepared. Listen to them, take notes, analyse, be clear in communication and show willingness to act upon the points communicated by them. Ensure that desired response is received at the end from the stakeholders.

  • Focus on high-level details and avoid technical jargons

Senior stakeholders might not understand or be interested in technical details involved in the project. It is always good to give them the high level details and if they require more details then provide them. Focus on knowledge and facts.

  • Be confident and trustworthy

Be confident and show interest at all times and in all situations. There might be instances where stakeholder might come up to you and ask you for information. Hence keep your data handy. Senior people appreciate if you provide counter arguments, differ in opinions or are frank to tell that you do not have sufficient knowledge to answer right away. It makes them believe that you mean what you say. Provide evidence as to why your approach is better one if asked. Keep communications channels open, listen to what they say and be transparent. Always keep them informed on the status of the project, risks in the project, deadlines and results. This way it helps them to trust you.

  • Deliver commitments

Take responsibility of the project and stick to what has been committed. Show results to prove your competence. This shows that you care about the stakeholders and care about delivering project successfully.

  1. What are the benefits of being influential?
  • Benefits to the stakeholders: At the end of the project, stakeholders are satisfied and their requirements are implemented. They get what they need, have positive experience with project delivery and they get business value in terms of results.
  • Benefits to the business analyst: Benefits are on both personal and professional ends. It helps BA to perform better and it boosts confidence, builds credibility and leadership qualities. Further helps in professional success by creating positive relationship with the stakeholders and in creating brand value.

 

Finally, I would say that influencing senior people would require a planned approach and but keeping in mind “Keep it Simple and Sincere” principle doesn’t make this look so difficult.

 

Supriya Joshi BioSupriya has recently joined IMA as a business analyst. She is an IT professional with more than 7 years of experience and has worked on banking, automobile and healthcare domain projects. She has worked with diverse stakeholders from several countries and demonstrated good business analysis skills. She possesses good analytical, problem solving, and communication skills; always strives to deliver quality products. She likes travelling and exploring new places, cooking and spending time with family.


Learnings from an evil boss

Screen Shot 2016-03-22 at 12.34.58 PMWorking in the HR arena is tough! Especially in bad times. Who likes sitting across the desk from someone explaining to them that as of now your livelihood has been taken away. (I have only met person ((and catbert)) in my career who actually enjoyed it)

We are hearing lots of stories about redundancies at the moment, I was talking with one of my colleagues today about this and how we (the collective “we”) handle it. We must remember there is almost a whole generation in the workforce who have never seen a downturn. Sales people who have never seen an environment where budgets just weren’t to be found, HR people who have never had the “I’m sorry, there is just no job for you here anymore… through no fault of yours”, or candidates who have never had to find a job in a candidate rich market.. phew.

Thus the people delivering the bad news, may have never experienced the bad news before (or had to deliver it before) and may find it difficult to engender sufficient empathy to perform such a task adequately.

Poor handling of such events actually pushed me into this industry! Originally I wanted to be an HR professional. Why? because of the way a company handled my father and his redundancy. My father had worked for a company for 34 years (give or take), until in the early 90’s it was time to rationalise etc (during what one prime minister of Australia called the“Recession we had to have”) and his job was deemed redundant. How was it handled? Poorly from what I remember. Now what I remember may be a little inaccurate as it is seen through an emotional teenagers eyes. However, there was little council, little warning, little payout, little explanation, and less support. It was one of the rare times I saw my father in a very emotional state. The sole bread winner, having spent his entire working life at this establishment, only to get discarded like yesterday’s newspaper. His identity had been taken from him in my view.

My fear is that the marriage of these two points, could mean that, in these most difficult times, the handling of redundancies may not have improved.

In one of my first jobs, as a console operator at a petrol station, my boss decided to teach me a lesson. Why? I still don’t know, but the lesson was learned.

My boss at this time treated me like he was going to fire me. ALL day.. the entire 6 hour shift I had anyway. At the end of the day, he started the you’re fired conversation… I was really scared, stammering and stumbling over my words, really struggling through the conversation.

He then stopped, and grinned. “Have you ever been fired before?” he asked
“Nope” I responded nervously. “Well now you know what it feels like!” “so now before you decide to take this option with someone you know how it feels and how to respect the people you will be doing it too.” Powerful huh! This was almost 20 years ago. You know what, although harsh, and bordering on harassment, I’ve never forgotten it or the feeling.

For those of us who may have to sit in on discussions around redundancies, have the actual conversations, as well as those of us who now are charged with finding them new work, please keep a few things in mind.

Ensure you have thought of everything to prevent having to do this. Just because everyone else is, is not a good enough excuse.

Bring your empathy. Be human, and be aware that these business decisions will have real personal effects on the people hearing the news. It may not be personal to you, it will be for them… guaranteed!

Bring your respect, and give them dignity. Take your time in telling them, spell it out clearly and concisely (Don’t get in an argument though).

Expect to feel bad. That’s OK. The conversations are about them, not you. If people cry, allow them to. Give them space and time, silence is OK. Do not feel the need to fill a silent void with words.

Bring some options for them. Outplacement, agency names, something. Think about the people and what they may need before the discussion.

Be prepared for criticism and finger pointing, but again, there is no need to buy into arguments, the decision has been made.

And of course have everything organised, current and covered off BEFORE the meeting.. triple check it.

Bottom line… REMEMBER you are dealing with people (with lives, responsibilities, and dreams), not employees, not numbers, not inventory.

I read an article a little while ago which stated that

“More than 40 per cent of the Australian workforce has been made redundant at least once in their careers and for most (70 per cent) it was extremely stressful….”

The stress mentioned will be for a number of reasons, the loss of income, the loss of identity, the loss of self confidence due to the stigma attached to a redundancy.

Redundancies are not just a clear out of dead wood anymore. Good/Great people are being laid off too. IT IS A REALITY. We have a responsibility to ensure that people being made redundant know this, and as Employers, we need not to look at people who have been made redundant, actively challenge the idea that only the “Dead wood”, would be culled first. Hard business decisions are needing to be made everywhere.

OK, these are tough conversations to have, you have every right to feel uncomfortable and nervous about having them. If you are the person delivering the message…. Please remember these discussions aren’t about you, they are about the person you are talking to. Give them the respect and dignity they deserve by present for them and not just a messenger.

I am not a religious person, however the term “Do unto others…” rings true to me.



International Women’s Day

Happy International Women’s Day 2016.

 

 

One of the greatest issues facing the IT industry today is the declining number of women entering and remaining in the industry.  The development and retention of  high performance female staff is critical to the longer-term diversity of the IT industry.

At IMA, we support the career aspirations of our female staff without expecting them to sacrifice or compromise other priorities.  The IT industry is traditionally a male-dominated workforce and at IMA, women make up close to 30% of our team (according to VIC ICT for Women, women only make up 16% of ICT roles in Australia).  We have a strong focus to enhance our workforce to better represent society as a whole, and are striving to ensure that women within IMA are fairly represented in all technical, leadership and professional roles.

Our HR General Manager, Shelley Brown says, “We have a solid number of strong, professional women at all levels of our organisation.  From Consulting to Sales to the Management team, women are an integral part of our continued success. People tell us it is a high percentage for the industry, but we just hire the best people we can for the work that we do, and do what we can to encourage, support and engage the people that choose to work with us.”

Archana Patel who has recently taken up an Account Manager (September 2013 when her client engagement concluded and as of April 2015 as General Manager of our NSW branch!) role with IMA adds that her experience with IMA “has been refreshing”.  She further says “A few months ago I was offered a position as an Account Manager within the organisation, something I am really looking forward to, and a great opportunity for me to work with IMA to put both our clients and consultants first, to ensure the best fit and exceptional client delivery.  As a woman, a minority, in the world of IT – I can’t wait for the challenge.”

Defining your Recruitment Philosophy

OK, so I’m old.  Been doing this for probably way too long. That said, I took the opportunity recently to read over some posts I wrote many years ago.  I was interested to see if my thought process has changed too much over time as the technology has extended and the world has evolved.

I don’t see my role as  “just going to work, hiring people and going home”.  I think people over complicate things to (sometimes) justify their own existence, pad out their “personal brand”, push their agenda or product, or suck up to “Recruiting aficionados”. Please don’t get me started on all those “Social Media is the greatest” conversations!

I’ve been able to break this down to a few key ideals which I believe in when it comes to this profession and what I do.

So what is it?

Dan’s mantra.

  • Recruitment is all about the conversation (medium is irrelevant)
  • Everyone (YES EVERYONE) is hired to solve a business problem
  • Fish where they are
  • Sharing and learning is essential
  • What’s yours?
Showcasing the IMA Photography club

I was looking over our Yammer client recently and noticed that we had a Photography Club pop up.  (OK it’s been there for a while, I’m just a little slow on the uptake) I explored further and saw one of the most active corporate groups I have seen, flourishing under my very nose.

They have done an amazing job over the last few months, I’d like to share a sample to everyone.  These are “themed” images, a different theme every month, taken on a wide variety of devices. The comments shared, pride taken and general commitment to the cause is inspiring for me. I’ve been told that now I’ve engaged I have to add content to it. I am a little nervous however, I’m the husband of a photographer, not a photographer! Please take a moment to have a look at a selection of the images I was able to pilfer from the group (with their permission of course)