Iiba event slides 24-11-2011 (for slide share)
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The document summarizes a recruitment event for business analysts that included presentations and a panel discussion on different perspectives of recruitment. It provides an overview of the event agenda, introduces the panelists, and shares tips for job seekers and recruiters, including how to work with recruitment consultants, craft effective CVs and applications, and have a successful interview. The document emphasizes communicating a well-rounded set of skills and exploring opportunities beyond immediate job descriptions.
Iiba event slides 24-11-2011 (for slide share)
- 1. BA Recruitment Demystified How to hire or be hired! Chair : Adrian Reed
- 3. Tonight’s Agenda 1.Recruitment : Different perspectives Lawrence Hargreaves Managing Director, Nicoll Curtin Miles Barker Vice President, Credit Suisse 2. Panel Debate Lawrence and Miles will be joined by: Lawrence Darvill - Certes Analysis Resources / Assist KD Nigel Chambers – Head of Business Analysis, Skandia 3. Networking & Food until 21:15 Please tweet: #UKIIBA
- 4. Blue Stickers I’m Recruiting Available at registration desk
- 5. Lawrence Hargreaves Managing Director, Nicoll Curtin
- 6. “ Good recruitment consultants offer candidates exceptional jobs, enhance careers and increase earnings potential”
- 7. What recruitment consultants care more about
- 8. Comments: “ A necessary evil” “ All about the money” “ Recruitment Consultants are basically pimps”
- 9. Common frustrations of using Recruitment Consultants
- 10. Benefits of Recruitment Consultants
- 11. 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”
- 12. 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
- 13. 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
- 14. IIBA UK Chapter Recruiting Manager’s View Date: Nov 24, 2011 Produced by: Miles Barker
- 15. Talking Points What a BA means - SME vs Analytical Skills – and how these differ by role Context of a vacancy– the hirer’s needs behind the job description, how to understand it In the recruiter’s shoes – time and budgets Your application – telling a rounded version of your skillset CVs – the good, the bad, and the ugly. Interviews- a time to be yourself, and a time to find out more. Thoughts on a common “language”
- 16. 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 ?
- 17. Requirements capture Rq documentation Rq traceability Rq Analysis & Modelling Rq Verification Rq elicitation Rq Engineering Test design Business Cases Benefits Management Requirements Change Management Test Management Establishing BA Processes Establishing training programmes Listening Questioning Business writing Graphics Facilitation People management Influencing Advanced facilitation Recruitment Training Presentation skills Dealing with ambiguity Mentoring Stakeholder Analysis Managing conflict Organisational savvy Consultancy skills Psychometrics Enterprise strategy Mid-level managers End-users IT and change managers Client Directors Multiple departments / locations Managing Directors Executives Junior BA BA BA Team Leader or junior BA Manager Consultant Manager within Organisation Senior Consultant Senior Manager within Organisation Consultancy Partner Role Practitioner Skills Soft Skills Stakeholder Interactions ISEB Level SFIA Level Foundation Practitioner Diploma Professional Balanced Skills and Competencies 3 4 5 6 7 IIBA Level Junior Intermediate Senior CCBA™ CBAP™
- 18. In the Recruiter’s Shoes – Time and Budgets Many organisations manage project budgets on a per-year or per-project basis ..which means the budget needs to be “signed off” (or the client assignment “sold”) before recruiting can start… ...but by then the clock is ticking! So the recruiter is likely to be under pressure to recruit quickly so they can “start” … .or they might be waiting for that signoff….. They can also have constraints around what grade or payscale they can use – which might run much wider than that team or project All of which means there are often compromises to be made We’re working within constraints
- 19. Context of a Vacancy – the hirer‘s needs behind the description Which are the most important parts of the job description? How will this role balance with current staff? Is it a one-off role or part of a team? Is it a short-term assignment or something that evolves over the longer term? The more short-term the more precise the SME “fit” is likely to be. The more senior, the more people skills will feature What are the real challenges in this role? Are there other similar roles in the pipeline/at the organisation? Many things will influence the way we shape our choice
- 20. 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
- 21. Your Application – telling a rounded view of your skillset You may not know where your hirer’s situation sits*, so: Tell us what YOU did, and what skills you used to do it. Hit all three corners of the triangle The subjects you worked on The analysis you did and the skills you used The influence and interactions you had with people Tell us what you learned. Be clear about the transferability of your skills Remember – there might be another role in the organisation that you’d be perfect for – I’ve passed candidates on many times Give the Full Picture! Although the best agents will have found some of these things out…..
- 22. CVs – Common Mistakes 1 Give the Full Picture! I’m interviewing YOU – not the whole project team I want to know what YOU did, and how you did it. I need to see descriptions, in case the keywords are ambiguous (they often are…)
- 23. CVs – Done well How about…
- 24. CVs – Common Mistakes 2 Be human If it’s true – what compromises did you make to achieve it? How did you go about prioritising and scoping? Where there any knock-on effects?
- 25. CVs – Common Mistakes 3 Be neat I will.
- 26. The Interview – telling your story, finding out ours Explore the wider parameters of the role and its situation Clarify the key aspects of the role Understand the interviewer – are they a BA, a PM, a Development Manager? Explain with appropriate examples How you approached the subject matter The analysis you did and the skills you used The influence and interactions you had with people Tell us what you learned. Demonstrate your understanding of underlying principles – but flexed towards the key aspects of that role (SME, Analysis, People) Remember – there might be another role in the organisation that you’d be perfect for, so be transparent Find out the common areas
- 27. Further Thoughts – towards a common language 1 We now have the potential for a common language when explaining tasks and levels of seniority Wouldn’t it make our collective lives clearer if we all used it? From BABOK: 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
- 28. 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.
- 29. Further Thoughts – towards a common language 3 Putting it together
- 30. Questions - ? … ..& For the Panel
- 31. Panel Debate Lawrence Hargreaves Miles Barker Nigel Chambers Lawrence Darvill