From: Sam Munzani (sam@munzani.com)
Date: Fri Apr 02 2004 - 16:46:18 GMT-3
I wanted to hire the guy for selfish reasons. I wanted to learn from him
:-). He was a victim of MCI down turn. Needless to say, he had many job
options and wasn't in rush to take whatever comes in handy.
Sam
> At 12:34 PM -0600 4/2/04, Sam Munzani wrote:
> >Wow!!!. If such fresh CCIE with such attitude is judging potential
> >candidates, I am sure they will not find right person.
> >
> >Recently I had taken some interviews for potential candidates at my
company.
> >I go through candidate resumes and ask questions based on their projects.
> >Once I came across a person who had 17 years or real hands on experience
in
> >consulting world. Many impressive Optical & satellite communication
> >rollouts. I honestly told the guy that he would get bored at my company
and
> >he agreed. Then I utilized rest of interview time listening him on a few
of
> >his best projects and design desicions. I learned a lot from him in that
> >interview.
> >
> >One other guy I came across had half page of publication list including 3
> >RFCs and many technical papers. He knew 12 programming/scripting
languages.
> >I courteously sent him an e-mail that we would hire him in a heartbit but
he
> >will definately get bored at support role. I still keep his resume and
try
> >to use that as my goal.
>
> Speaking as someone sadly underemployed, I wish companies would
> consider creative approaches to the valid question of getting bored.
> In this job market, it's entirely possible that you might get someone
> with an extensive background, who is willing to take what everyone
> agrees would be a short-term assignment in support. Part of the
> agreement would be to train people there.
>
> In an especially win-win situation, being present in some role might
> give either side an idea about a more senior role that could be
> filled -- one that may not even be recognized now.
>
> Given the uncertainty of any employment today, the "get bored and
> leave" phenomenon isn't quite what it once was. Now, some reasonably
> clueful large ISPs recognized that somebody good in 2nd or 3rd level
> support would average, even in a good economy, 13 months or so in the
> job. What can be a win-win approach is to have paths mapped out from
> support.
>
> Remember that someone in support, especially for a service or
> application provider, is going to learn a lot about your products and
> services. That knowledge could very well translate into good sales
> support or, where it's present, development or product management.
>
> Even in an enterprise environment, if the network group regards
> itself as an "internal ISP", there's a role for something that
> doesn't always have a good description -- quality analyst, customer
> advocate, etc. -- someone that goes to the customers/business units,
> analyzes logs and utilization statistics, and tries to head off
> problems before they become problems.
>
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