Resources, Tools and Methodologies for Talent Acquisition, Hiring and Recruitment


One needs to have dreams, plans, strategies to be successful in any venture. This is a basic requirement. If you do not know what you want, where you want to reach and how you want to reach (your mode and plan for success), you certainly cannot reach there. In case you are starting a new venture or you are planning to diversify your existing business, you also need to identify the source for your capital (Financial Backing). You cannot do all these things on your own. You need “extra-ordinarily talented” and Highly Skilled people to help you to reach the goal that you have seen for your organization. For this, you need a jeweller (the talented, matured and exceptionally skilled HR Professional) to identify such DIAMONDS for you. It is one of the key role of a HR Professional to identify, source, select, HIRE and RETAIN BEST of the talent from the market to work for the organization. If they cannot find talented people from the market then they need to groom the right type of people with the right type of attitude and aptitude. In 21st Century, we are in the era of “war for talent”. It is becoming difficult to get right type of people and retain them. Many companies are losing their businesses because they are not able to hire “right type of people”; because they compromised with the “quality of the talent”. In this article, we will try to explore and understand different sources to get “Best of the Talents”. Any reference of HR Department” in this article, means Team of Talent Acquisition, Hiring and Recruitment.

Different Sources To Get Talented People

As a HR Professional (Chief Talent Acquisition Officer; Hiring Manager or Recruitment Head), one should be aware of all the sources and resources to get best of the talents and they should also be aware of as how to use those resources to the optimum level. You can use either or all of the below mentioned tools to get BEST talents.

1) Existing and “Active” Candidates Data with Company

This is primary, but if properly used, most important source and tool in the hands of HR Department to get right type of people. The HR department gets N number of profiles every day from different sources (including candidates who just drop-in their profiles at the reception. The HR Department needs to maintain and update this data on regular (if possible on daily basis). The details and data should be maintained in such a manner that one should be able to generate a MIS, stating number of profiles in the database, skills of the candidates (including education and experience level) and status of each profile (if shortlisted or not; if interviewed or not; date of interview; result of the interview; if rejected or selected etc). All these profiles should be considered as “active profiles” for six months from the date they were received in the HR Department of the Company. Any other profile older than six months, should be deleted and destroyed. Such profiles are of no use to the company. The HR department should be able to use this data to fill the existing vacant position with a MOST suitable profile.

2) Employee References

In last decade and a-half, all the companies across various industries are facing a BIG challenge to retain the talent in their companies. People are resigning for various reasons. There is another challenge of FAKE profiles (People are faking about their experiences, salaries etc. Many people are just COPYING someone’s profile and presenting it as their own, without even knowing what they have mentioned in it). To handle this, it has become apparent to do reference checks. Getting the reference check done in a proper way is very costly.

Considering the above two scenarios and just to counter it, it is important to hire a person through the reference of your existing employee. No one can present, market and brand your company, market the culture and policies of your company then a happy and highly motivated and engaged employee of your organization. Hence, hiring with the reference of your existing employees is an important source and tool to hire and retain Quality Talent.

3) Internal Advertisement (internal Job Posting)

Learning is a continuous process. Many people keep on learning new skills, updating their skills and acquiring higher degrees by way of distance mode of education. There by you might have “multi-skilled” and “multi-talented” people within your organization. Hence, it become crucial and important to post your job-requirement, internally for your existing employees. By doing so, you will be able to RETAIN good and talented people.

4) Jobsites and Job Portals

If the above three sources and methods are used appropriately, efficiently and to the optimum level, hypothetically you do not need to go outside the company to get good people, working for your company. However, that is actually not possible and hence, you also need to look for external sources to get MORE Suitable Talent for your company. There are many Job Sites and Job Portals, available in the market and you need to select the BEST one for your needs. Good Job Portals have huge database of millions and millions of profiles. You can source a “Suitable” Talent from that database. You can also post your job requirements on job-portals just to get more relevant profiles. You should learn how to use all the features of your job-portal for its optimum utilization.

You can also have the HR or Job Site of your company and post your requirements on that site. This will also give appropriate branding and advertisement to your company and will also help you in managing the “Candidate Database”.

5) Campus Hiring

In case, you like to hire “knowledgeable, talented and properly groomed” freshers then you should opt for Campus Hiring. This will give you Raw Clay and Material that you can mould as per the need and culture of your organization. You need to plan your “Campus Hiring” in a suitable manner to target right type of people. You need to decide, if you like to hire a plain graduate or a graduate with some specific trainings or Management Graduates or Engineering Graduates etc. If you provide right type of atmosphere, culture and processes, chances are that you will be able to retain these freshers, trainees for a long period of time. There are many Business Magazines which publishes lists of BEST institutes in different categories, locally, nationally and internationally.

6) Recruitment Consultancies

Most of the time, even recruitment consultancies also uses various job-portals to source talent for their clients. Hence, it makes more sense, if you buy one login on any of the relevant job-portal (or more than one job portal) and if you learn how to use it properly.
You need the help of Recruitment Consultants if you are planning to hire a talent through head-hunting for senior profiles and from different geographical locations; for example, if you are planning to hire someone from international market. Hence, taking the help of Recruitment Consultants to hire talent for you, should not be your first choice or option.

7) External (Newspaper) Advertisement

This is one of the VERY costly source to hire talent. External Job-Advertisement on media (Newspaper, Television, Radio etc), helps you in Branding and Publicizing your company but if not targeted properly and managed properly, this is one of the POOR but COSTLY source to get suitable talent. You need to understand and plan properly, what type of people you are looking for, from where you can get those people, which newspaper do they read, how you want to get and manage these profiles and what you will be doing with that database or else, you will not be able to get suitable talent.

8) Social and Professional Networks & Local Communities

There are few professional and social networks, such as LinkedIn, FaceBook, Orkut etc, that you can use to get right type of talent (of the listed networks, LinkedIn is highly recommended). You can also target few NGO’s, Training Institutes and Local Communities to hire low-level, low-cost workers for factories and your companies.

9) Head Hunting (Also called as “Body Shopping”)

There is this bread or group of talent, which are highly experienced, competent with great leadership skills but very passive in job market. They are very experienced in their domain and industry. Sometimes, they are also the founder member of the organization. Generally these are the people working in the capacity of Senior Managers, General Managers, CFO’s, CTO’s, CEO’s, Vice-Presidents, Directors, Managing Directors etc in their present roles. They do not post their profiles on jobsites. They do not even read job-sections of newspapers. They do not apply for any jobs opportunity. Only very few of their friends and close associates are in procession of their profiles. They need to be challenged by an opportunity. Such people need to be head-hunted. Generally, recruitment consultancies are EXPECTED to do this job. This is a way to get the talent when you are looking for rare and distinct talent. When you are looking to fill positions like CFO , CEO etc. Here, numbers are not important but quality is. In a year, you might be able to head-hunt 15-20 people but they will be of high worth and value.
Not everyone can be a “Head Hunter”, you need to have “special” type of skills to be a “Head Hunter”. Every type of sourcing is not called as head-hunting. For a sourcing to be called as “Head-hunting”, this should involve “rare profiles”; profiles and skill sets not readily available in the market.

10) Talent-Poaching

This, according to some section in the industry, is considered as unethical mode of sourcing and hiring. For this, you need to understand the business of your company and also should be aware of the competitor companies in your industry. Just target those companies and hire in masses from those companies right from the entry level to senior level. This tactic is usually used to kill the competition. This is like a big fish eating the small fish. People across the globe are discussing and debating to ascertain, if the “Talent Poaching” is ethical or unethical. No doubt, this is one of the easiest way to source trained and talented people within the industry when you have infrastructure and money.

Distinction Between Headhunting and Talent Poaching

Some talent acquisition managers as well as hiring and recruitment professionals are confused and are not able to discriminate between the two. Here are few differences between the two:

1) Headhunting is associated with senior and rare profiles. Talent Poaching is just sweeping and running through talent-wealth of your competitor.

2) Headhunting is planned. Talent Poaching is targeted.

3) In headhunting, the intention is to get the BEST person for your organization but in Talent Poaching, the intention is to kill your competitor and the competition.

4) Headhunting is about getting a person with “Leadership” skills with “Global Exposure”. Talent Poaching is about “saving the training cost”.


This article is not about “Recruitment Process” or to describe about “Steps involved in Recruitment Process” but just to share the resources and channels to source and identify talent. I have taken care to list all the possible channels. I am sure all the readers will gain from this article.

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Scouting For Talent – Picking a Winner

Tuesday (November 3) is Melbourne Cup Day. Also known as “The race that stops a nation”, it is also a public holiday for those fortunate enough to live in Melbourne.

Who can forget the amazing three years of consecutive wins by Makybe Diva (2003 – 2005), or master trainer Bart Cummings with eleven cup winners?

As I only moved to Australia seven years ago, after a decade living in New Zealand, it has been interested to notice how I became more caught up in all the publicity prior to the big race. Popular choices at this stage are horses like Viewed (last year’s winner and trained by Cummings), Efficient and Alcopop.

Thinking about the race and trying to pick a winner reminded me of the same challenges we as HR people face scouting for top talent. In looking for top talent, we need to differentiate between show horses and race horses.

Show Horses

It really amazes me how some people look at the colours of a horse to pick a favourite.
Bay coloured horses clearly have the best Cup record with 58 wins, including four in the last five years, and there are 16 in this year’s field. Brown horses have won 36 cups, while chestnuts have won 34. Only five greys have won the race, Efficient is the only grey horse in this year’s field.

Just because a candidate dresses well, communicates well, with a good education, does not make them a winner. Picking a candidate based on impressions during an interview is no different to picking a horse based on colour.

Past research have shown that structured interviews (SI) and past-behaviour interviews (PBI) have conflicting results as a valid predictor of job performance. Yet most appointments are based on interviews.

Race Horses

Few punters would pick a horse just based on their performance in the last race. They will analyse the important variables – form, barrier, jockey, trainer, track condition. For the Melbourne Cup a key criterion is whether the horse can see out the 3200m distance.

Just as there is a great science in picking the Melbourne Cup winner, which involves intense study of superior minds, the search for talent requires a similar disciplined approach.

Using well constructed psychometric tests, based on sound job-based criteria, is critical to identify a star performer for that role. I have covered in a previous article the need for role clarity.

Some talent scouts are better at analysing and screening applicants out, than in identifying top talent. Perhaps this is a function of having to embark on an elimination process to produce a short-list that has created this paradox where the hiring manager picks the winner. See my previous article on how long is your shortlist.

The true talent scout

Few and far between, the true talent scout can pick a race horse that will win the race. The key criteria are to match the company, the role and the company.

As I was last week sharing with the VP of HR in a coaching session, it is a great occasion if you work for a great boss, in a great company in a great role!

HR Managers – How to Interview For Talent

Recruitment can be a complex and fragile process. However, interviewing for talent should be handled separately from the rest of the interview process. It should stand alone because of its importance. Basically, it only has one objective and that is to discover whether or not the applicant has recurring patterns of thought, feeling or behavior that match the vacancy. This is a more structured interview, more focused and the questions are more incisive. The candidate should be told that this part of the interview is exclusively about their talent.

One of the best ways to discover a person’s talents during an interview is to ask open-ended questions so that they reveal themselves by the choices they make. The talent interview should be a verbal mirror image of the job. In the job, he or she will face many situations where they have a choice of their response. Their performance will be defined by the way they consistently respond. By asking open-ended questions that offer the opportunity of a wide range of answers, it will be possible to identify elements of talent. The direction that they choose their answer will be predictive of future behavior.

As soon as you’ve asked the question, pause and remain silent. If you’re asked to clarify the question, responded by explaining that you more interested in what they think it means. Past behavior is a good predictor of future behavior and to discover elements of talent remember this point. The quicker and more spontaneous the person answers the question and gives you a specific example, the more likely that this is recurring behavior and not a single example. If it is recurring behavior then it is a reflection of their thoughts and feelings as well.

If you have to keep on asking probing questions after you’ve asked your initial question, you can normally count on the fact that it is not recurring behavior and therefore is unlikely to be repeated in the future and is not an insight to their talent. When you ask, “Tell me about a time when” the careful not to judge the response on the quality of detail. Otherwise, you end up evaluating whether or not the person is articulate or has a good memory instead of possessing the recurring talent that you want.

Rapid learning is a clue to a person’s talent. Find out from the applicant what sort of things that they have learned quickly. Discover what sort of activities and tasks easy for them now. This will give you an insight to their talent. During the talent interview, also try and discover what sort of things gives them great personal satisfaction in the workplace. Ask them what they find fulfilling. Those answers will give you some idea of how a person will cope repeating those tasks week in and week out.

Metrics for Talented Employees

What is the most important task of any HR department? I think the one thing they can do is to find and keep talented people within company. The problem is that these people are usually not like others (that’s why you want to hire they!), they do not pay much attention to salary you suggest, they don’t want to have stock options and don’t think in terms of profit and loose. You goal is to find these people, hire them and keep them in company as long as you can. That is the main goal of any HR department.

Let’s discuss how to manage talents in your company. The first task is to find gifted people, I’m sure you know how to find people to hire, but the task here is to find talented? How to do it? Well, I cannot advise much here, you will need to talk with hundreds to find the one, more over you will probably need to provide some people with test job to find the right person. But there is an indicator that you are performing well: if you will find something that is not usual and is extraordinary, pay attention to this person.

In terms of finance talented people are easy to hire. Typically, you will no need to pay huge salaries or pay someone to abandon their job. The turnover rate within this kind of people is below average, as the only reason why they change their job is they cannot find something new and interesting. When hiring talented person you will need to hire some ordinal persons and probably fire them later, so you should carefully consider what the impart of bad hire might be.

The most important thing about talented people is to provide them with adequate learning and growth opportunities. Keep them interested in your company, not just because you pay money for the job, but let them work with some interesting projects. If you have an education courses, suggest them to visit courses they like. Also, consider some “don’t”-s. Don’t make a usual rotation you might willing to do for others. If you find talent, then I’m sure you don’t need him or her to fill like brick in your company building. These people are more sensitive to that kind of changes.

The best option for talented people is learning-on-the-job, suggest them to learn some technology, or pay attention to some market tendency, suggest them to learn a foreign language.

Actually, training opportunities are the one metric which should be considered as a “talents” indicator. Ask people you why they are interested in position you suggested, the good answers are, “because of I can work here with X technology and help you to develop Y product”, I’m sure you are talking to gifted person or “I like your training opportunities”, again, you are talking to the person, who will learn faster than you can imagine. This is a great business investment.

The good idea is to combine some talented oriented metrics into the set of metrics, key performance indicators or scorecards, so that you can always compare your current HR strategy against “searching talented” strategy and answer the question – if you are performing well.

Emigration to the USA – Want a Green Card For Talent?

Emigration – moving from one country to another – can radically change a person’s life. Of course, the more developed the country of your choice is, the more difficult is to emigrate there. Developed countries build barriers to unregulated immigration and attempt to search for skills and talent among the crowds desiring to immigrate.

This article is for people who seek emigration to America which is among the countries with the most strict and difficult immigration laws. There are four ways to obtain a green card – a status of a permanent resident alien in the USA. One can immigrate on the basis of (a) family relations; (b) employment/professional skills; (c) by winning in a Diversity Lottery; or (d) by obtaining a status of refugee/political asylum. There are thousands and thousands US law firms working in the area of immigration. We – a law group of Milgrom & Associates – work on all kinds of immigration cases. But our primary area is helping those whose goal is emigration on the basis of their unique professional skills and talent. And in this area we perform certain services that, as far as we know, are not offered by any other American attorney or law firm.

Let’s say you are a foreign inventor and have a new invention you want to patent in the USA, or if you are a programmer, wrote a new computer program, and want to protect and register your copyright in the USA, or you are a composer who wrote a symphony which needs protection in the USA… In other words, if you (a) don’t live in the US, (b) created something valuable and (c) want to protect your intellectual property rights in America – we can help you in doing that. Some other law firms offer such services, too.

Let’s further say that after taking steps to protect and register your rights you believe that there is a demand for your creation in America. Then we can assist in monetization of your intellectual property. We can search for a company interested in licensing, manufacturing, marketing and selling your invention, for example. Or look for buyers for your computer program. Or find performers for your symphony. And when those interested parties are found we will conduct negotiations with them, draft an agreement on your behalf, and otherwise protect your interests. Very few – if any – law firms in the US offer this kind of services to their foreign clients.

Finally, if your creation is commercially successful in America and emigration to the United States is your goal; we can help you and your family to get green cards – on the basis of that commercial success. As far as we know, nobody in the US offers all of the above as one package. These legal services offered by our firm are unique.

Also we assist foreign talents and professionally successful people from all walks of life – science, literature/theater/music, business, sports, and industry – in obtaining green cards. We help them and their families in their emigration to the US.

Emigration to the US on the basis of professional achievements, getting green card for talent is not an easy task. We will assist you in navigation of stormy emigration waters and bring your family ship into a safe harbor.

What Makes a Good Leader? Employee Engagement and the War for Talent

Employee Engagement is usually described in terms of people feeling a strong emotional bond to the organization, demonstrating a willingness to recommend the organization to others, and committing time and effort to helping the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal development, being valued, and having a wider, shared purpose) rather than issues relating to extrinsic reward (eg. pay and status). Employee Engagement is strongly linked to high productivity at work, but what are the leadership qualities that build this commitment?

Setting Direction and Building Trust

It is sometimes said that managers keep things on track, but leaders create energy. Increasingly, managers are seen as leaders, particularly in the context of building employee engagement. As a start point they need to create Role Clarity, so there is a clear sense of purpose and well-defined objectives. This is important at all levels, but of course takes different forms, depending on the experience of employees and the complexity of the task. For professional or managerial staff there is often a strong need for consultation and dialogue on how best to proceed. It is surprising how often people are not clear about the reasoning behind proposed changes, new initiatives, or how these will be implemented.

It is also important to understand the difference between Motivation, associated with initiative and discretionary effort, which is supported by perceptions of a supportive environment, doing meaningful work and self-belief (i.e. the ability to visualise oneself overcoming a problem) and Engagement, which is influenced by the support given to personal development, and people’s trust in their immediate manager. This may be linked to perceptions of fair and consistent behaviour, and competence, which can also affect views of senior management capability.

What Makes a Good Leader

Research relating to employee engagement offers significant insights into the behaviour required by leaders. Most significantly, a good leader demonstrates high awareness of role relationships and appreciation of the need to clarify role requirements. Effective leaders set clear direction whilst helping employees respond positively to work demands. They therefore involve employees in a process of regular dialogue, helping them to make sense of what is required. This strengthens the feeling that tasks are meaningful and have a wider purpose.

Building this shared sense of purpose is not easy. There may well be disagreement or conflicting views on how best to proceed. Research by Pario Innovations in the UK has identified four key steps that managers need to master to become leaders. Central to leadership are the “Purposeful Conversations” that help build genuine commitment. The process is described as Leading with AIMS, where AIMS relate to Awareness, Insight, Meaning & Support.

How Important are Individual Employee Attributes?

Individual attributes, particularly differences in mindset and Cognitive Style, affect discretionary effort, which is central to what we mean when discussing motivation at work. The combination of self-belief, a more questioning outlook and the sense of doing meaningful work in a supportive environment are the drivers of personal effort and initiative. However, the role of the immediate manager can play a key part in building or undermining people’s feelings of Competence and Personal Mastery.

If competence, motivation and engagement are not supported it creates problems. Studies by Pario suggest that a proportion of people in most organisations are Disaffected and this may involve 5 – 8 per cent of the workforce. These people do not identify with the organisation and generally lack a sense of longer-term involvement. They only stay because they do not have a good alternative. They may be less skilled and feel less ‘professional connection’ with the business. As a start point, they require clear objectives, regular feedback and development of a sense of shared purpose to increase their involvement.

Effective Leadership and Organizational Development

The research highlights issues affecting employee engagement that may not be covered by a traditional ‘job satisfaction’ or employee attitude survey. It is important to have a clear model of the factors that affect motivation and engagement. Understanding the key issues that have most impact of people’s identification with the organization is also vital in the War for Talent. This insight opens up opportunities for management and leadership training focused what is required to increase overall levels of motivation and commitment.

The practical implications of recent research are significant. The information from a well-designed survey enables organisations to focus follow-up interventions far more effectively, and also achieve a much clearer focus on the Practical Leadership Skills that make a real difference to performance. Feedback is the life-blood of modern organizations, and there is great potential for organizations to build on more effective 180 and 360 degree feedback. The latest tools offer real insight into key aspects of behaviour, and now include the option to target specific questions to different groups of respondent. This is a powerful way of developing more-effective leadership behaviour, which benefits the immediate work climate and the wider cultural norms of the organisation.

In Conclusion, we are starting to identify strong links between Employee Engagement Surveys and Innovative 360 Degree Feedback. These techniques help profile factors associated with a dynamic culture that fosters talent. They also bring into focus the drivers of psychological well-being, vital to healthy organizations. The new tools identify the leadership qualities contributing to high performance, and assess these far more objectively than was possible in the past. This means that there is now a strong business case for taking positive action on issues that impact on motivation and commitment at work!

Find out more about Leadership Effectiveness and Employee Engagement

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The Golden Age For Software Testing In China

The China’s Computer Market 2008 Forecast Report has been released recently. It showed that in the first three quarters of 2007, the software industry in China has registered sales revenue of $50 billion, up 23.6% on pcp, accounting for 10.95% of the entire electronics and information industry’ sales revenue. As the software market matures, people have higher and higher expectations over software features, quality and reliability. In October 2005, Ministry of Labour and Social Security formally listed computer software product tester (software test engineer) as one of the new professions. In only two years’ time, software testing has become a powerful dark horse in the software industry.

Steadily rising status

“In the early 1990s, software industry was still at an infant stage in China. Most software projects were very simple, the whole code writing and development process could be handled by one person. As industry competition intensified, software companies were gradually evolving from one-man-band small shops to software engineering co-operations. Although division of labour could improve software development efficiency and functional varieties, it also lead to increasing number of bugs between modules and deteriorating qualities,” said Mr Wang Yazhi from CONCEPT Information Technology Ltd, a major software development company in Beijing. Quality impairment would not only damage a software firm’s competitiveness, it could also lead to massive economic loss for software users or even personal injuries, such as medical accidents.

As China’s software enterprises continue to prosper, the importance of software testing has also been increasingly appreciated by software companies. Many large and medium software companies have begun recruiting professional staff to take care of software testing. Ms Ran Chunjuan, a former testing manager in Wuhan Superidea Technology Ltd, said that “in Superidea, the ratio between software testers and developers is 1:4. Although this is still well behind the international best practice of 1:1, it is still a great improvement from 1:8 a few years ago.”

Industry experience appreciated

In addition to lifting the number of software testing staff, many companies are demanding higher staff quality as well, especially in areas of professional testing experience and thinking ability. “A tester without professional training can still work out 3-5 testing methods, but not necessarily detect bugs. Even if bugs are discovered, he might not be able to express the problems in proper languages, which could increase developers’ workload. Those well-trained testers can work out 10-20 testing methods, such as boundary value analysis, equivalence classes and cause-effect diagrams, to maximally discover any bugs. Professional testers can also articulate testing documents in standardised languages, thus improving the recovery rates of software problems,” said Mr Liu Fei, a former testing manager in Qualcomm. Many companies in China have now established independent testing departments, working along with R&D departments.

As companies’ software testing knowledge deepens, work scope for testing staff is expanding from system testing phase to unit testing and integration testing phases. “This requires software testers to have in-depth knowledge about the businesses a product is involved in,” said a testing manager from Founder Group, one of China’s largest software companies, “for example, when we test software for banking applications, we have to first understand the specific users in the bank. Some operators only use keyboards in the office, but if we don’t know about this and design it as a mouse-friendly control, banks will not buy, it no matter how well the software works.” Therefore it could be forecast that the status for software testers who possess technical experience and customer demand knowledge will further enhance.

A sellers’ market

“The software testing industry is at a growth stage,” said Prof Zheng Renjie, a software testing expert. The current hot market for software testers is mainly due to the rapid development in software industry itself, “companies are demanding better quality software, which has in turn stimulated demand for software testers. But talent supply and talent training are lagging behind the dramatic changes in market demand, hence a telent shortage.”

At present, software testing talent shortfall in China has exceeded 200,000, and it is rising to the 300,000 threshold. According to statistics, total software tester supply from nationwide IT training institutions is less than 10,000 per year, thus it can be foreseen that the testing talent shortage could last another 5-10 years. At the same time, talent shortage has given leverage to tester remunerations. According to a remuneration report from in China, starting salary for software testing engineers ranges from $400 – 650 per month, and it could increase to $1200 – 1650 for engineers with 2 to 3 years’ experience, higher than the remuneration for many developers with similar service years. As the talent supply shortage continues into 2008, software testers’ remuneration is looking for more gains.

Education and training

The shortage in software testers in China has not only lifted the remuneration levels, not also created a boom for educational and training institutions. Even two years ago, several prominent IT professional training institutions had realised the importance of software testing positions, and organized a few domestic and international software testing experts to co-develop training courses, which have successfully cultivated lots of software testing talents in the past two years. Currently in China, apart from overseas recruitment and company internal training, external professional training is also an important channel for producing software testers, amounted to 12% of total talent supply. As companies are paying more attention to labour costs control, more professional talents are expected to come from external training institutions.

While professional IT training is booming, tertiary education institutions also began to test the water. In August 2007, the first software testing education forum was held in Shanghai by various government bureaus and universities, explicitly marking “software testing” a core area in software engineering courses in China. But Dr Chen Honggang, who had been involved in development and testing of projects such as Windows95, Internet Explorer 4.0/5.0 and SQL Server 2000, commented that although universities can ease some pressures on software testing talent educations, based on overseas experience, professional training will still be the main channel for supplying software testing talents.