Iiba event slides 24-11-2011 (for slide share)

BA Recruitment Demystified How to hire or be hired! Chair : Adrian Reed

Tonight’s Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Please tweet: #UKIIBA

Blue Stickers I’m Recruiting Available at registration desk

Lawrence Hargreaves Managing Director, Nicoll Curtin

“ Good recruitment consultants offer candidates exceptional jobs, enhance careers and increase earnings potential”

What recruitment consultants care more about

Comments: “ A necessary evil” “ All about the money” “ Recruitment Consultants are basically pimps”

Common frustrations of using Recruitment Consultants

Benefits of Recruitment Consultants

Comments: “ Offers opportunities outside my network” “ Saves time” “ Recruitment consultants are the pillar of society, without their incredible service - I would not be able to get a job”

1. Where to start Quality and accreditation: REC - Code of Professional Practice / APSCO. Awards and accreditations. Recommendations and referrals. 2. Choose an agency Master of the trade: Specialist is better than generalist. Knowledgeable and decent number of roles on their website. Clients they recruit for. 3. Grab their attention Send a great CV and email bulleting key skills and achievements “ Only 16% regularly tailored their CV, despite 67% realising that doing so increases chances of getting a role” Key words, succinct and follow up call. How to get the best out of your agency – 6 point guide

4. Qualify your agency / consultant Full understanding of your role? How many roles? Clients? Knowledge of industry? Will they tailor your CV? 5. Consult with your agency - regularly Build a relationship and stay at the forefront of their mind. Establish how and when you will receive feedback. Ask them to be frank with feedback AND give them feedback after interview. If you are not happy walk away There are plenty of agencies around, deal with one you believe in. How to get the best out of your agency – 6 point guide

IIBA UK Chapter Recruiting Manager’s View Date: Nov 24, 2011 Produced by: Miles Barker

Talking Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What a BA Means – how might this differ by role? There’s different elements, both by role and seniority Subject Matter Expertise Consultancy Skills Analysis Skills ?

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In the Recruiter’s Shoes – Time and Budgets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],We’re working within constraints

Context of a Vacancy – the hirer‘s needs behind the description ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Many things will influence the way we shape our choice

What a BA Means - SME vs Analytical Skills, and how these differ by role We’re likely to balance different needs vs “perfection” Subject Matter Expertise Consultancy Skills Analysis Skills Job Description

Your Application – telling a rounded view of your skillset ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Give the Full Picture! Although the best agents will have found some of these things out…..

CVs – Common Mistakes 1 Give the Full Picture! ,[object Object],[object Object],[object Object]

CVs – Done well How about…

CVs – Common Mistakes 2 Be human ,[object Object],[object Object],[object Object]

CVs – Common Mistakes 3 Be neat ,[object Object]

The Interview – telling your story, finding out ours ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Find out the common areas

Further Thoughts – towards a common language 1 ,[object Object],[object Object],[object Object],SFIA, BABOK, and Bloom’s Taxonomy Describes how business analysts prioritize and progressively elaborate stakeholder and solution requirements in order to enable the project team to implement a solution that will meet the needs of the sponsoring organization and stakeholders. It involves analyzing stakeholder needs to define solutions that meet those needs, assessing the current state of the business to identify and recommend improvements, and the verification and validation of the resulting requirements. Requirements Analysis and Documentation Requirements Management Describes how business analysts manage conflicts, issues and changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope, how requirements are communicated to stakeholders, and how knowledge gained by the business analyst is maintained for future use. Incorporating excerpts from the International Institute of Business Analysis (IIBA®) Business Analysis Competency Model that have been modified for use by Credit Suisse

Further Thoughts – towards a common language 2 Determining Levels - Bloom’s Taxonomy/SFIA CS Band CS Complexity SFIA Level SFIA3 Description Band 3 In moderately complex environments: elicit, analyze, document and validate business requirements, conditions and priorities. Help determine deliverables, staffing and schedules for business engineering. 4 Takes responsibility for investigative work to determine requirements and specify effective business processes…. Applies and monitors the use of required modelling and analysis tools, methods and standards. Conducts investigations at a high level for strategy studies, requirements specifications and feasibility studies. Defines, plans and justifies (in business terms) projects to develop/implement … new or changed processes.

Further Thoughts – towards a common language 3 Putting it together

Questions - ? … ..& For the Panel

Panel Debate Lawrence Hargreaves Miles Barker Nigel Chambers Lawrence Darvill

Iiba event slides 24-11-2011 (for slide share)

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Iiba event slides 24-11-2011 (for slide share)