BusinessWeek recently reported (listen to podcast) that there are over 3 million jobs available in the US. Of that, one of the hottest areas is for analysts. Looking at job posting trends from Indeed, even as the economy has stalled and affected recruitment, analytic and business intelligence jobs are still showing consistent demand. In fact, even as IBM announced cuts, it has opened up job reqs for analysts to help customers identify opportunities and understand their businesses. Don’t have all the skills, no problem; if you are an overall good fit, IBM will train you.
Which brings up an interesting perspective of the analyst community. While there are certainly the math and stat majors along with masters and PhD candidates, many of today’s analysts in corporations are self taught and accidentally landed into a data crunching career. There aren’t many that went to college and said, “Gee, I’d like to be a statistician.” But, somehow, many analysts have found an affinity for analyzing data and putting it into context for gaining insight and making business decisions.
Not surprisingly, if you look at barriers in organizations, particularly marketing, and their ability to leverage data to achieve business goals, many feel they don’t have the knowledge to do so. In fact, they may not know what they need to know to get the right person. So, these coveted positions continue to remain unfilled, waiting for the right candidates to show up. How long should your business wait to find the right person and what is that costing you in missed opportunity?
Finding the Right Candidates
When hiring, I’ve typically focused an one’s aptitude and capability to analyze information rather than the tools used or complexity of analysis they have done. The first reason is that there are very few out there that would fit the bill and if they do it takes a lot of money to bring them in. The second is that while I want analysts to understand standards and procedures to analyze data, I don’t want individuals with rigid and unimaginative thinking that can constrict their ability to look at information in a new way for better insight. When it comes to complexity, investing in the proper training/education, and mentoring them through projects works the best. This way their learning is specific to the business need rather than a broad based approach to statistics and analysis. Essentially, provide the academic guidance within a relevant corporate environment and application. Overall, candidates should be inquisitive, creative, and obsessed with data, and self starting.
I know others that have strong relationships with universities and pluck candidates out of programs that have provided applicable experiences in analysis. This is a favorite of research organizations where they partner with professors on a regular basis. In addition, there are associations and institutes that offer advanced research courses that up and coming analysts attend and are resources to help find those with a high aptitude for analysis. Many times professors, leading statisticians, and research professionals teach these courses and can be conduits to finding the right candidates.
How do You Fill Your Analyst Positions?
If you regularly hire analysts, what are you looking for? What have you found makes an analyst successful in your company? And, what advice do you have to help those that are having trouble filling analyst positions?
