Chapter 1: The HR Screening Challenge

It's a regrettable truth that numerous organizations assign their HR department the responsibility of evaluating all job applicants. Specifically, I want to address the IT sector and the absurdity of having HR conduct initial evaluations of IT candidates.

Typically, if a candidate fails to pass the initial HR screening, they are marked as “not selected” in the system, often leading to a prohibition on reapplying.

This situation results in IT Managers and Directors missing out on the chance to interview skilled engineers and technicians, as HR is tasked with the resume screening for IT roles. Unfortunately, HR lacks the necessary technical knowledge to accurately judge the qualifications of potential candidates. Instead, they tend to focus on specific buzzwords rather than the comprehensive technical skills presented throughout the resume. Consequently, talented individuals may be overlooked simply because they didn't pass the initial HR filter.

When a company adopts this practice of having HR screen resumes for IT positions, it demonstrates a lack of understanding regarding the critical role of IT within the organization, or it overestimates HR’s part in the hiring process. HR should only be involved for background checks and addressing HR-specific queries. Once a job offer is prepared, HR can then step in to perform their necessary functions.

Sadly, many organizations perceive HR as a strategic partner (which is justified) but view IT merely as a necessary evil.

IT is not just a support service; it is a fundamental component of the business that drives innovation, enhances efficiency, and supports overall company growth.

IT is crucial for business operations. If you access resources via the internet, IT is involved; if devices connect through an ethernet cable, IT plays a role; if you communicate through email or share files, IT is essential. Even your phones and mobile devices that access company resources rely on IT. The list goes on, underscoring IT’s pervasive influence across all business functions.

It is imperative for organizations to recognize IT as a business partner, akin to HR.

To genuinely appreciate IT and view it as a professional business unit, companies must acknowledge the significance of IT personnel and allocate the necessary time and resources during the hiring process. As someone in the IT field, I can attest that I do not relish the task of reviewing resumes or making initial phone calls, but I know that if this responsibility is delegated to HR, we risk missing out on many qualified candidates or, worse, interviewing those who are not fit for the role.

IT leaders should have a hand in the hiring process and the authority to decide who joins the team.

Relying on HR to screen resumes for IT roles can result in the loss of competent engineers and technicians. This approach wastes time and resources for everyone involved—HR, IT, and the applicants.

Rant concluded. I welcome your feedback—please share your thoughts!

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Chapter 2: Perspectives from HR and IT

In this video titled "Things You Can't Tell The HR Department and Why?", the speaker discusses the complexities and hidden truths about HR practices that often go unaddressed, particularly in IT hiring.

The second video, "HR Is Not Your Friend. Before You Complain At Work, Watch This...", offers insights into the often misunderstood relationship between employees and HR, emphasizing the need for clarity and understanding in workplace dynamics.