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Land a new (or better) job at SXSW. Chat with over 30 hot companies, from startups to established firms. Openings include development, design, engineering, management, marketing and sales.
by Dan Finnigan
There's nothing like the thrill of a new relationship, and a rising generation of star talent likes the rush a new job brings. In today’s workplace everyone is an entrepreneur and employee/employer relationships are switching from everlasting to in-the-moment.
Employees are hyper connected and always positioning themselves for a potential next big move. But instead of looking back at what once was, they’re embracing this new honest style of employee. Hiring managers have begun to develop new strategies for harnessing that energy for the short term, and crafting recruiting tactics to constantly be in touch with a large pool of talented individuals to easily replenish their ranks or grow. They want to get their hands on the talent while it is up for grabs, and are not married to the idea that it needs to last forever.
Dan Finnigan, CEO of Jobvite, will present industry statistics which reveal how serial monogamist employees can actually fuel a company’s growth and innovation.
by John Hagel
“Why we are losing the war for talent and how technology can make a difference”
Senior executives widely acknowledge they are in a war for talent, but they are focused on the wrong battlefronts. The success of Dilbert and The Office suggest that we are losing the war for talent. New generations of technology, in particular cloud computing, social software and big data analytics can help companies to reverse this trend. To do this, however, executives must shift their focus to the day to day work environment as the place where the war for talent will be won or lost. If we took talent development as a top priority, how would we redesign all dimensions of our work environment and what role might these new technologies play in that redesign?
New York is now the #2 startup hub in the country and rapidly rising; however, single most consistent reason given for NYC’s failure to nurture a culture of innovation is Wall Street: it sucks engineers in, drains them of their creativity, and stuffs them with so much cash they can never be “lean” again. This panel includes people arguing against Wall Street as a force for good, people arguing for Wall Street as a natural career path to startups, and people working to “keep kids off the Street” (i.e., keep engineering students from joining Wall Street hedge funds and I-banks).
Kick off SXSW with Razorfish. Your SXSW Badge or a Razorfish business card gets you in. We are hiring, bring your card!
When building a team, what should you be looking for -- those talented, amazing people that can do it all, need no supervision, and will drive faster than you can keep up… OR those easy-to-get-along-with, everyone-loves-them, pulls-a-team-together types who just do the dirty work no one else wants to do, keep everything humming along, and DO WHAT THEY'RE TOLD?
"Rockstars" -- the former -- command high salaries, need a constant stream of challenging problems, and are likely to fight for their solution over all others. They might throw tantrums, sulk or just quit if they don't think their (admittedly) incredible talents are being recognized. And sometimes they'll just go off and do whatever they think is a good idea, and not tell anyone.
"Roadies" -- the latter -- might not get as much done in superheated stretches of productivity, but they can be counted on to stick to the plan, to finish tedious tasks, and to get along with their peers. Not as flashy, don't draw a crowd, but behind the scenes they quietly take care of the business that needs taking care of.
Which should you go for? Should you alternate? Do you only need one rockstar? Is the whole distinction fatuous? Will any other panel include the word "fatuous" in its description?
9th–13th March 2012