The process of interviewing and securing a job may vary significantly from looking for a new position. Successful candidates can come from many different backgrounds and have various levels of experience, depending on the position advertised. In order to not lose your grip, even experienced developers who are not actively looking for vacancies should go on interviews regularly.

What are some of the best ways to find a job in IT? There are different approaches depending on your grade. For instance, it’s easier for middle- and senior-level developers to succeed: sometimes all they need is to post their resume on a job site or just set up an account on. However, if you’re looking to take on internships and entry-level developer jobs, it’s not enough to just hope for the best. You need to show initiative – respond whenever anyone posts an opportunity that interests you and write in directly regardless of whether they currently have openings available. The first step is figuring out what type of job you’d like. In order to develop professionally, it’s important to identify and learn from different companies. Experts suggest that you start early and enter the labor market as soon as possible, no matter what you are studying. This helps to immediately learn about all the professional opportunities in IT, get acquainted with the demands of employers and understand what knowledge and skills will be required.

When viewing job listings, novice developers should apply for positions in companies specializing in custom development. Developing skills in the field early on can allow you to increase your resume and make hard skills stick. Outsourcing is a great way to get acquainted with different technologies in a short amount of time and it’s also the opportunity to try on different projects right from the start. Having those will look good on your resume.

As you’re starting out, internships from major technology companies can be a great way to learn more about the industry, get experience, find mentors and grow your network.

An internship is perfect for beginners to get their feet wet and meet new people, but it’s not the best option for someone who has a lot of experience. However, during the selection process for a position, HR professionals often offer candidates to go through an interview for a position right away if the person has proven himself well. So if there are no vacancies and all you have is an internship, it’s worth the risk. It’s also worth taking part in organizing events with a company like yours to get in the door. You will have the opportunity to talk to very knowledgeable developers, so you will have a much better chance of getting an interview.

What is a good resume? A well-written resume helps the chances of being hired because an employer will look at it first. The resume is often the first impression for any company you are applying for. You need to highlight your knowledge and experience, include examples of projects you were a part of and how these contributed to the overall goals/success. This makes it easier for the potential employer to learn more about you and assess whether they want to hire someone with your experience. Firstly, it’s important to note that many recruiters these days require you to have previous projects in your portfolio. In this, you should mention past projects including educational and graduation work as well as show examples of completed cases in the real world.

List technical skills and mention the technologies used for each project.

Descriptions of work tasks and projects should be concise and clear, not excessively wordy.

If you have “digitized your achievements” or shared pieces of code with the world anywhere, please attach them. It can be interesting for an employer to see the kinds of projects that someone works on before they invite them in for an interview.

You may wish to mention any experience you have in mentoring or teaching colleagues. These skills might be useful for the company.

Do you want to designate a financial expectation? In that case, you should wait to see what the market reaction is to your resume before you do so.

It is important to participate in events and opportunities that are related to your expertise in writing profile articles, speaking at industry events, or teaching. This will make you more desirable for companies. Certificates of completion for specialized and related courses will demonstrate your willingness to learn, increase your value. This is a signal that you’re devoted to your profession and improving yourself.

What skills and qualities does the IT applicant need to have?

When you are choosing to go into software development, knowing the marketplace and the area in which you want to work will help you make a plan for how to get there. First, you’ll need to understand how processes work in tech companies. For example, a product manager is different from a project manager and there is more than one type of specialist working together. It is also desirable to know project management methods such as Scrum, Kanban and Lean.

The computer programming skills a developer needs depend on the technology stack of the company and the grade-level of applicant. For Junam, they would need to know at least one programming language, 1 framework, standard libraries and other basic tools. Middle will need more knowledge and the ability to independently solve difficult, complex problems, problems that we currently have a hard time solving. There are many hard skills and details about each language and task out there on the internet. Regardless of what you’re learning, someone with knowledge in that field will put you through a test in English. To get a successful job in a foreign company, you need to be at the required level. That being said, to pass an oral interview, you need even more than that.

Communication skills are also important. This is far from the only skill that employers look for. For example, an employee who doesn’t communicate with their colleagues will have to spend more time resolving potential problems on their own. Communication, it’s important and all employees should work on improving their skills in this area. It’s common for newcomers to feel like they are being kept on because their colleagues don’t know how inexperienced they are. This can lead to feelings of impostor syndrome. Dealing with these attitudes internally is important in ensuring the best experience for both employees and the company.

Teamwork is important, and that includes not just working with other people but also being fair to them. Don’t keep defending an unsuccessful proposal if you don’t believe in it anymore. At the same time, when people criticize your work, take their feedback into account and try to address any issues they have.

When it comes to a future employee, they want somebody who can be responsible. The growth path for a developer is generally to increase their level of responsibility, with technical and managerial skills eventually becoming possible. However, if you are generally able to do what you are told right off the bat, then a career might be difficult. Nobody wants to hire permanent interns that can’t contribute at least a little.

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In case your technological innovation is at the center of your company’s mission, you will need the services of a Chief Technology Officer (CTO) to ensure that your project is realized to its full potential. This person is not only a worker but a critical stakeholder who either helps your solution thrive or impedes its growth.

Who is a CTO?

A Chief Technology Officer is a C-level executive responsible for the technical aspects of company development. Depending on the particulars of the organization, a CTO directs the development of either software or hardware or both and defines a technology business strategy. Although CTOs aren’t usually engaged in tech-related operational concerns, the following are some of their key responsibilities:

• Creating Technology Strategy and Vision
  The Chief Technology Officer is assigned the primary duty of developing technical strategies that will not only assist in the accomplishment of business goals but also allow the organization to maintain a competitive advantage over other businesses. In addition to having a distinct vision and enthusiasm, the C-level executive has to be able to convey to a team the well-defined objectives and the roadmap in a manner that stirs up passion.
• Building Product Development Processes
  The CTO is responsible for ensuring that company objectives are met using technological solutions. To put it another way, their role is to take a business goal and turn it into a technological plan and to check that there are sufficient resources to carry out the plan. The technical leader should not only be responsible for controlling the implementation and ensuring that the results are in line with the most recent trends and the final aim, but they should also share the workload with the team if required.
• Maintaining a Continual Search for Innovation
  The CTO role requires a significant amount of involvement in research and development. A technological evangelist should have the ability to spot developing trends, demonstrate the value of those trends to all stakeholders, and discover innovative approaches to solve existing problems. However, the primary goal is to improve a product by innovations and adapt technological solutions to satisfy customer needs.

Is a CTO Always Required, and Which Startups Can Function Without One?

Businesses that depend heavily on technology should absolutely have a CTO, as indicated by the job position. And technology may be found almost everywhere. Even if you want to design shoes, you will still need to construct an information technology infrastructure to handle production, personnel, and distribution channels efficiently. The good news is that you won’t need a CTO while your company is still in its early phases of development, sometimes known as the “garage” stage. While you are simply testing ideas and researching the market by launching a small number of products, a CTO will not generate any substantial business impact by streamlining and digitizing your first business processes. Suppose you have already developed a successful product formula that the target audience is looking for. In that case, a Chief Technology Officer will most certainly assist you in scaling your business.

How can a CTO Help a Startup at Different Stages?

A CTO can assist you in resolving various issues, regardless of whether you are just beginning your project or are already working on it.

Idea

A CTO is a proper expert to evaluate the idea’s viability and define the appropriate technology stack for developing that idea since they are familiar with the most recent trends and technical advancements.

Development

When designing a minimal viable product (MVP), a CTO can either find the appropriate team or do the coding alone. During this step, the expert will ensure that everything, including the performance, timing, and so on, goes according to the created plan.

Product-Market Fit

After the MVP release, it is mostly the CTO’s responsibility to extend the product’s functionality, add new features, and enhance the overall user experience. In addition, at this point, the CTO is responsible for managing the expanding development team and establishing an efficient workflow.

Scaling

During this phase, the primary emphasis is on expanding market share while maintaining the current user base. Because of this, a CTO is responsible for keeping an eye on the market to ensure that the organization follows the most recent technological developments and outperforms its competitors. Management is where the CTO’s primary attention lies in this stage.

What Alternatives Are There to Hiring a CTO?

A partnership with a tech agency is something to consider if you need a CTO but don’t want to spend months hunting for one. Your firm will get a fully-fledged technical partner in the form of a skilled group of industry experts who will take into account all of your company’s requirements and invest their time and resources into creating your product.
What Makes a Great CTO?
When selecting a CTO, it is important to search for the following competencies and characteristics:

• Technical Expertise
  A good CTO is an experienced technical specialist that reached a Senior Developer or Tech Lead position but has now advanced their career further. The expert is always working to broaden their knowledge base, which enables them to make decisions on technological matters.
• Competences in Communication and Leadership
  It is as necessary for a Chief Technical Officer to have experience in leadership as it is important for them to have both hard skills and extensive technical knowledge. You do not anticipate a CTO to be able to code, but you do want to know your team writes beautiful, easy-to-support code based on new technologies that are appropriate for the product’s needs.
• Competence in the Management of Projects and Teams
  A Chief Technology Officer (CTO) is the one responsible for the project development. Because of this, the professional has to be very good at managing projects and their time. They have to be conscious of how to distribute resources properly to accomplish the intended goals on time.
• Passion
  A CTO should be enthusiastic about the project they are working on. This raging fire will inspire them to do even more and encourage them to keep fighting even when everything seems to be going wrong. Keep in mind that they are the ones in charge of your ship. Because of this, they should have the same excitement as you about arriving at the end location. If you do not do this, you will invest in a living Titanic.

Conclusion

An experienced CTO is essential for a new technology company. It is a specialized position that requires you to take on a wide variety of tasks, from recruiting a development team to maintaining operational issues. Because of this, you need a professional with great leadership and communication abilities and a solid technical background. Making the appropriate choice when hiring a Chief Technology Officer (CTO) is a crucial business decision, so consider it carefully.

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In today’s organizations, there are two critical requirements for the IT department. First, IT is expected to provide stable and reliable services to keep the organization running efficiently and meet end-user expectations. Second, the IT department needs to implement regular service updates so that the organization can adapt to ever-changing financial, business and security requirements.

Failure to meet any of these requirements can lead to unfortunate consequences. Failure to provide reliable service delivery can severely reduce a company’s productivity and lead to losses. In many companies, downtime costs more than $300,000 per hour (according to Gartner statistics). When it comes to web services, that figure can be much higher.

At the same time, organizations that don’t adapt to the conditions that await them in the future will no longer be able to keep up with the times and will become market outsiders. Deploying changes too slowly can cause employees to leave for other companies with less cumbersome systems, and customers to turn to organizations that bring them more value for their services.

So how do you achieve compliance with these conflicting requirements? Change management allows an organization to release updates, ensuring stability and reducing risk. Change management helps accomplish the following tasks:

Shaping the environment to manage the implementation of change
Prioritizing the necessary changes to properly allocate resources
Incorporating the right information for intelligent decision-making
Involving the right stakeholders from development and IT departments for approval
Including change testing to prevent incidents
Simplifying and optimizing the change flow to accelerate customer revenue

Types of changes

Standard changes
Standard changes are low-risk, typically repeatable and pre-validated. They are often made according to a documented and validated process.

For example, adding memory or storage is a standard change. Replacing a faulty router with an identical working router is also a standard change. Creating a new database instance is also a standard change.

All of these changes are routine and follow a well-defined process. Since this change process has already gone through the risk assessment and validation stage of change management, there is no need to go through this process again every time a router needs to be replaced.

For many companies, standard changes are the first thing that can be automated. Some companies report that 70% of standard changes can be automated to allow teams to focus on normal and emergency changes.

Normal changes
Normal changes are non-emergency changes that don’t have a defined, pre-validated process.

For example, updating the content management system is a normal change. Moving to a new data center is also a normal change. Performance improvements are also considered a normal change. Such changes are not standard and repeatable. There are risks associated with these changes. But at the same time, they are not emergency changes. This means that they can be put in the normal change management queue for risk assessment and confirmation.

Some normal changes, such as moving data to a different data center, are high risk and may require risk assessment and confirmation by a change advisory board (CAB). Other changes, such as a website change, are low risk. They can be confirmed at shorter notice by a designated change authority or through automated checks and peer review.

Emergency changes.
These changes occur because of an unforeseen error or threat. They need to be responded to immediately in order to restore service to customers or employees or to protect systems from the threat.

For example, implementing a security patch is an emergency change. Restoring access to a server is also an emergency change. Dealing with a major incident is also an emergency change.

Emergency changes must be handled in a much shorter time frame because the risks of a lengthy review process are higher than those associated with a quick fix.

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Certification confirms that you, as an IT professional, are aware of current trends and developments. Your new knowledge shows your technical competence as well as increases productivity in the company. Such certifications exist, for example, for Microsoft products and technologies . The manufacturer has revised its role model of certification. What exactly does this mean, what are the benefits and how can employees prepare for the exams?

The IT world is in constant and ever-increasing change. Training helps you learn about changes, new capabilities and tools, and learn new skills. Finally, employees can prove their professional competence with certification. They benefit not only themselves, but also the companies. At the same time, companies increase productivity because employees are optimally trained.

IT professionals themselves gain more knowledge, but not only that, the proof also looks good on their personal resumes. More than 90 percent of certified employees also feel that proof increases their professional credibility. Seventy-five percent feel happier at their jobs, and nearly 30 percent get more.

Microsoft certifications with new direction
Microsoft services are ubiquitous in digital and cloud companies. They use Azure cloud services, use collaboration tools and many other useful tools from Microsoft 365, use Dynamics 365 for resource planning or develop their own IT applications with Power Platform, using apps, automated workflows, visualized data and virtual agents.

In recent years, Microsoft has consistently focused its portfolio on the cloud. The vendor’s products are increasingly intertwined and online. Digital transformation typically means that the boundaries between services and technologies are becoming more porous and projects are becoming more complex. Task areas are no longer strictly separated from each other as they used to be. IT professionals now require more specialized knowledge.

Microsoft’s previous certification model could not keep up with this further development – it was no longer up to date. Because until now, the provider allowed for the confirmation of knowledge in large subject areas. The three classic certifications were Microsoft Certified Solutions Associate (MCSA), Microsoft Certified Solutions Developer (MCSD), and Microsoft Certified Solutions Expert (MCSE).

Anyone who wanted to get certified in one of the complex areas had to deal with a lot of training material and put in a lot of effort – even if employees didn’t deal with some subfields at all in their day-to-day work.

As of February 2020, the three certifications can no longer be obtained this way. Existing certificates are still valid for two years. Microsoft has responded to increasingly specialized work environments with a general revision of its certificates: there are now 34 role-based certificates in the areas of Azure, modern workspaces and business applications.

The certificates, their content and requirements are constantly being adapted to current developments and thus remain flexible in their orientation. Accordingly, the training partners who prepare you for certification exams are constantly changing.

Role-based certification provides these benefits
Microsoft’s loose structure of role-based certifications offers a number of advantages:

New certifications are more precisely tailored to specific tasks and roles. Employees can flexibly and easily accumulate the knowledge they really need.
Employees focus on topics that are relevant to them.
Content is more practice-oriented, based on job descriptions and daily work.
Technological developments can be addressed more quickly than before and can be incorporated into training content.
Unlike previous certifications, both technology and expert level can be read directly from the role-based certification title. For example, there are “Associates” and “Experts,” the latter requiring additional qualifications. For example, titles can be Azure Associate Administrators or Azure Solution Architecture Experts.

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We all face change every day in one way or another, but the question is how it affects you personally. Because there are differences in how each of us perceives change and how often we have had to face it so far. For some, the world crumbles when their favorite yogurt is no longer produced, while others are quick to find a replacement. Companies, especially IT companies, are constantly subject to process changes. Without wishing to paint a diagram, our author wanted to make some observations about adapting to personal change that he thinks are of general value. Because we are not alone in making changes: our clients are also currently having to make large-scale changes.

Change can be for two reasons: external or internal (e.g.: I would like to exercise more). The fact how often a person has already experienced change in the past seems to have an additional impact. Ultimately, IT people seem to face change more often than others.

IT is constantly changing. Constant transformation is part of our industry: not a day goes by without something new coming out, new concepts bringing new ideas or external influences manifesting themselves in IT (e.g., working from home requires changes in infrastructure). Training is a smart way to respond to these changes. Depending on the frequency of change, you have a customized process model. Most of the time you accept the challenge and even look forward to it. But somehow you haven’t gotten out of constant learning in IT. I’ve also never met anyone in the field who is afraid of new challenges.

Especially when taking on something new and unknown, there are two different personalities: those who take on the challenge and those who shy away. Because if you begin to change, you are not immune to failure along the way. Change is easier when you know all the circumstances and have all the information. But that’s not always the case. One says, “I’ll try. If I don’t reach my goal this way, then I’ve gained experience and will do things differently next time.” The other is more afraid and shuts himself off from the possible learning process behind it, “How will I do it if it doesn’t work? Will my colleagues respect me then?” The first open-ended type is called “dynamic self-image,” the second is more of a “static self-image.”

Learning as a key
So it seems to matter whether you use the learning process often or not. As the saying goes, you stay young if you learn something new every day. But does it make sense from an evolutionary perspective? Why do you learn? Essentially, you learn to gain experience and standardize sequences.

The latter is especially important because once we standardize processes, we become faster. Example: brushing your teeth. Are you still actively thinking about brushing your teeth today? Chances are, like me, you work on a kind of “autopilot” and do everything in two minutes while you ponder other topics. But what if I showed you a method that is even more efficient and faster? Would you try it? I’m guessing that 75% are now saying, “Why? I learned it once, and that’s enough for me.”

From an evolutionary standpoint, this reaction is also quite normal and typical. Young adulthood is for learning, so that later you can go back to what you learned and apply it. However, this cannot be applied statically in all areas. For some, not staying in the “now” state is even existential.

If we look back in time, many companies focused on their core competencies. Products have been standardized and optimized so that they are basically cheaper in terms of production.

The same applies to costs in the marketplace: IT systems simply had to become cheaper. However, instead of dealing with change (What’s new and innovative in the market?), savings were made in that place – and the market has no respect for tradition. Kodak, for example, was mostly in the business of selling photo paper. A cell phone with a camera – no one wants that kind of Frankenstein.

Change is complicated and requires a lot of energy and money. If customers switch off, the question is whether they will survive. So not only do we have to be open to change, but we have to advise our clients about it and reach out to accompany them. This is the only way to be able to reasonably support the customer “on your side”.

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Digital transformation is more than a buzzword because it affects many companies. However, it also poses many challenges. We explore the major obstacles to digital transformation and offer solutions.

Today, the need for digital transformation is felt in every industry at every level. The impetus for change often comes from leaders like the CEO. A study by IDC analysts found that by the end of 2017, two-thirds of CEOs of large companies had put digital transformation at the core of their corporate strategies. Executives undoubtedly recognize that the future is digital. In fact, IDC also predicts that by 2020, 50% of companies will depend on their ability to create digitally enhanced products and services.

While it’s relatively easy for senior management to put digital transformation on the agenda, actual implementation is another matter. This burden usually falls on the CIO, who is tasked with leading the change. This is a major challenge for IT departments, which are often already overwhelmed. So despite the momentum of the digital revolution, it’s no surprise that 84% of transformation projects fail. What’s wrong? Why do most digitization projects fit into a pile of bugs? There are three main factors.

The first problem: Digital transformation is perceived as too complex, which slows down the process
Digital transformation has no clear beginning and no end point – it’s a continuous, dynamic process that’s constantly changing as technology advances. It’s a daunting prospect for many. However, with clear leadership and careful planning, it is not insurmountable.

Transformation projects are often perceived as too complex, so they never materialize. But there are simple steps to begin a digital transformation – for example, many companies begin moving some services and workloads to the cloud.

However, once an organization starts exploring cloud computing, there are concerns about data security and control. Concerns are raised about integrating legacy IT systems; Fear of not being able to control costs is frightening, and the move to the cloud is further delayed.

While IT infrastructure has indeed become more complex in recent years, this complexity should not discourage change or serve as an excuse for delaying the digital transition. In fact, with the right skills and experience, CIOs can create an achievable plan regardless of an organization’s level of digitalization. To truly transform, everything must be done within the realm of possibility.

Second problem: Old-fashioned thinking nips new ideas in the bud
In many companies, the biggest obstacle to digital transformation is outdated thinking coupled with a lack of desire to radically change already-burdened IT departments. This means that organizations often approach digital initiatives from the perspective of the IT department itself, rather than from the perspective of the end users – whether internal employees or external customers. Overcoming this barrier requires a change in perspective.

First, the company must understand that the best digital experience is fundamental to user interaction, so their needs and preferences must come first. Second, the company must try new things, rather than striving to do everything “right” the first time.

The most successful companies in any industry are those that are ahead of the technological waves and able to develop and launch new products or services quickly. Speed and flexibility are key – quick tests and quick feedback allow you to see in advance which ideas work and which don’t. Ultimately, true digital transformation requires a conscious decision to be creative, take risks, and plant the seeds of new ideas.

The third challenge: Digital transformation begins and ends with business, not IT
Today, technology and IT are an integral part of any business organization. All business processes are controlled or supported in some way by technology. This means there should be no separation between the organization and the IT department. So any company engaged in digital transformation should start with the following fundamental questions: what are we trying to achieve, what is our strategy, and how does technology enable us to achieve our goals? Too often, companies engage in transformational projects without understanding these questions. This leads to poorly defined projects that offer no tangible benefits or improvements in the lives of employees, customers or users.

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