Top signs you have what it takes for a cyber security career

Top Signs You Have What it Takes for a Career in Cyber Security Infographic



Rapid Tech Growth Causes Rampant Hiring in Raleigh

raleigh tech IT jobs

As most of the country laments a less than desirable December jobs report, Raleigh’s tech industry continues to break away from the pack. Thanks to heavy growth from some of the top tech companies in the Raleigh-Durham area, hiring is beginning to surge as the city gains recognition as a hub for tech sector jobs.

Just How Fast are Tech Companies in Raleigh Growing?

When it comes to growth in the tech sector, Forbes ranked Raleigh at number two in tech job growth from 2001 to 2013, finding that the area’s tech industry grew by 54.7 percent in the past twelve years. STEM growth also saw an increase of 24.6 percent in that same period thanks to big name companies like IBM and Cisco.

Among all the tech companies – both large and small – that are experiencing rapid growth in the Raleigh-Durham area, MaxPoint Interactive and BioDelivery Services have produced the most stunning numbers in the past few years. From 2008 to 2012, both companies have seen a 31,723 percent and a 20,593 percent growth respectively (and yes, those numbers are very real).

In addition to these massively growing tech companies, MetLife, a major insurance industry player, has constructed a facility in the area to house the infrastructure behind the delivery of its services. In order to maintain this database, the company has announced that it will be adding 1,000 or more tech jobs to its staff over the next 18 months. These jobs will range from app development and maintenance to IT engineering.

How Can You Get One of These Jobs?

The North Carolina Technology Association has found that the majority of tech-based job postings in the Raleigh-Durham area are in systems engineering and support, IT management, and software management. The demand is also strong for database managers, desktop support staff, web developers (Java and .Net), business intelligence specialists, and datawarehousing technicians. This isn’t exactly a small list of demands for these rising tech companies so no matter what your specialization is in the IT world, you have a great shot at landing a job in this up-an-coming area.

Keep in mind that many companies do not post all the jobs that they are currently hiring for. These confidential jobs, however, are broadcasted to recruiting companies. If you currently live, or are looking to relocate to the Raleigh-Durham area, call one of our recruiters today to find out what jobs are open in the area.

By Kevin Withers



5 Entrepreneurship Lessons from Dr. Martin Luther King, Jr.

Martin Luther King leaning on a lectern. Deuts...

As we celebrate the life, achievements, and legacy of Dr. Martin Luther King, Jr., entrepreneurs should take note of five important business lessons that can be learned from him, and his role in the Civil Rights movement:

1. Make Your Dream A Reality

The phrase people most often associate with Dr. King – excerpted from his landmark 1963 speech — is “I have a dream.” Of course, many people have dreams. Some even have great dreams. But most people don’t work to make their dreams a reality as did Dr. King. Great ideas for new products, businesses, and works of science and art die every day with their inventors. To be an entrepreneur is to dream – but is even more to do.

2. The Way It Was Is Not The Way It Has To Be

At the time that Dr. King gave his famous speech at the Mall in Washington, racism had been entrenched in American culture for centuries. Dr. King challenged the status quo, and raised awareness of a different and better future that could be built from positive change. Likewise, businesses often are averse to changing long-held positions, or denying that major changes for the better can take place, with or without them. Only a few years ago, “experts” were saying that people would reject keyboard-less smartphones like the iPhone, and Blackberry would continue to dominate the smartphone market for many years to come. We know how that turned out.

3. Change Can Happen Fast

The vast majority of the members of my generation – born not that many years after it took a struggle to get the Civil Rights Act passed – consider the notion that people should be segregated based on the color of their skin to be both morally repugnant and downright ridiculous. Attitudes change quickly – especially after positive developments occur and everyone sees the correctness of the change. This is true vis-à-vis business as well. Consider how quickly Blackberry went from market leader to having less than 4% of market share, or how fast Kodak was transformed from having its film products bought by nearly every family in America to filing for bankruptcy as a firm many teenagers “had never heard of.”

4. Build A Large Following

Dr. King was an amazing speaker who inspired millions of people with his words. But, ultimately, it was those large numbers of people who organized, marched, or otherwise influenced legislators and the public. There is little doubt that the grassroots nature of the civil rights movement – and the resulting far reach of its leaders – was a key ingredient in its success. In the Internet era it is much easier than the 1960s to reach large numbers of people; if you have a great message – spread it widely.

 5. Success Takes A Lot Of Work

The civil rights struggle did not achieve its aims overnight, and its success was built upon the hard work and sacrifice of many; Dr. King and various others even lost their lives. Thankfully, entrepreneurs do not need to make such giant sacrifices, but, effectuating change and achieving success does not usually happen without hard work. Yes, there are some businesses that skyrocket to the top, and there are some people who get rich quickly. But, the vast majority of businesses are built with a lot of time and effort. Don’t expect to succeed without working hard.

Enjoy the holiday!

Original article:

By Joseph Stienberg


Submitted by Tanya Khataba


10 Reasons Hiring Managers Should Hug Their Recruiters

Managers don’t just hire people in their own image, the best people accept jobs from managers who are in their own image.

A personal note to hiring managers around the world:

First, don’t read this if you just want to fill your jobs with some reasonably competent people. However, if you want to hire top talent on a consistent basis, this message is for you. It starts by understanding how to tap into the capabilities of strong recruiters.

What Great Recruiters Can Do When Working in Partnership with Hiring Managers

  1. They’ll make the most important thing you need to do easier.
  2. They’ll save you time during the hiring process.
  3. They’ll help you define the job.
  4. They’ll help you raise the talent level of your department.
  5. They’ll help make you more productive.
  6. They’ll minimize the need to waste your time trying to motivate the unmotivated.
  7. They’ll prevent the hiring of 90-day wonders.
  8. They’ll help you achieve all of your department goals.
  9. They’ll help you become a better manager.
  10. They’ll help you get promoted faster.

However, to get to this state of managerial nirvana, here’s what you must do first.

Recruiting and Hiring Rules for Managers

  1. Prepare a performance-based job description clarifying the major performance objectives of the job. Every job has 5-6 things a person needs to do to be successful. For example, it’s better to say upgrade the international reporting systems rather than “must have 3-5 years of international accounting and a CPA.” When contacting strong people recruiters must know the job in order to effectively make the case that your opening could be a good career move. (I’m hosting a webcast on January 22, 2014 on how to do this.)
  2. Benchmark the performance of your best people now doing the job you’re trying to fill. This is a great way to figure out what it takes to be successful. For example, if your best engineers collaborate closely with product marketing before designing anything, add this to the performance-based job description.
  3. Convert every competency, skill, behavior, and experience requirement into a performance objective by asking “how is this requirement used on the job?”Since these factors are very subjective, it helps to convert each one into a task. For example, when the common trait “must have strong communication skills” converts into “lead the presentation of monthly sales department performance results to the executive team,” it’s easier to assess. In this case, just have the candidate describe where she or he has led major presentations.
  4. Value potential over experience. Don’t insist on an exact skills and experience match. Instead, tell your recruiters you want to see people who have accomplished more than expected given their current level of skills and experiences. This will open the talent pool to some amazing people.
  5. Agree to see everyone the recruiter recommends. As a condition for this, have the recruiter prove that the person has accomplished something comparable to the most important tasks described on the performance-based job description.
  6. Conduct a 30-minute exploratory phone screen before meeting any candidate in person. Not only will this minimize the need to see as many candidates, it will also minimize the impact of first impressions for those you do see.
  7. During the interview compare the candidate’s major accomplishments to those listed on the performance-based job description. Use the Most Interview Question of All Time for this. (Here’s the full full process.)
  8. Be fully engaged, flexible and available. Changing jobs for the best people is a critical decision. Hiring managers need to invest extra time in the process to ensure the candidate has a full understanding of the job and it’s upside potential.
  9. Describe your vision of the job and the impact on the company. Hiring managers don’t just hire people in their own image, the best people accept jobs from managers who are in their own image.
  10. Take personal responsibility for recruiting the candidate. The best people want to work for managers who are mentors and can help them get them get to where they want to go. Recruiters can orchestrate the process, but it’s up to the hiring manager to seal the deal.

While great recruiters are needed to find, qualify, and present top people to their hiring manager clients, this is only one critical step in hiring the best. Managers must be fully committed and fully engaged every step of the way. Few are. So if want to start seeing and hiring more top people, start by changing how you think about hiring. Then think about how a recruiter can help.

Original Article by Lou Adler ( )


Submitted by Tanya Khatatba


Are Stats About Women in IT Misleading?


   women in IT

The latest numbers may show that the hiring of women in the Information Technology sector has increased, but are the figures misleading?

According to the most recent reports from the Bureau of Labor Statistics, 60% of the 39,000 jobs added in “computer systems design and related services” this year went to women, striking a cord in the minds of analysts who were shocked to see that women are now filling more tech jobs than men. These figures double the 34% of tech jobs that were filled by women in 2012, and blow away the proportions from the last 10 years – of the 534,000 jobs added, just 30.8% of them were given to women.

A closer look at the numbers

While this upward trend of women being hired in the tech industry may seem like the beginning of a revolution, a closer look at the facts reveals that these numbers, while promising, are not as impressive as they seem.
The fact still remains that the number of women who were hired to fill tech jobs this year is identical to the figures that were reported in 2012. Moreover, the proportion of women in the industry has been stagnant for well over a decade.

So if the number of women entering the tech industry hasn’t increased since last year then what could account for the large jump in the percentage of female tech hires this year? It is simply because the number of men that were hired this year in tech has severely decreased.

A new hope for women

Although these numbers are not as groundbreaking as they may seem, there are still plenty of reasons for women to feel comfortable in the bright future they are paving for themselves in the tech industry. CEOs like Marissa Meyer of Yahoo are already making headlines and leading the charge for women in tech. Plus, Hackathons and other events that feature female coders are popping up all over the world, spreading a message that girls can and should be involved in the industry.

It may be a matter of time before women can carve out a significant niche in the tech industry but in good time, and with enough motivation, the stats will surely shift.

By Kevin Withers

Submitted by Tanya Khatatba


What Interviewers Wish They Could Tell Every Job Candidate

Original Post by Jeff Haden (

In the best interviews, job candidates say a lot and interviewers very little – after all, the interview is about the candidate, not the interviewer.

But there are a few things interviewers would like to tell job candidates well before the interview starts.

1. I want you to be likeable.

Obvious? Sure, but also critical. I want to work with people I like and who in turn like me.

So: I want you to smile. I want you to make eye contact, sit forward in your chair, and be enthusiastic. The employer-employee relationship truly is a relationship — and that relationship starts with the interview (if not before.)

A candidate who makes a great first impression and sparks a real connection instantly becomes a big fish in a very small short-list pond. You may have solid qualifications, but if I don’t think I’ll enjoy working with you, I’m probably not going to hire you.

Life is too short.

2. I don’t want you to immediately say you want the job.

Oh, I do want you to want the job — but not before you really know what the job entails. I may need you to work 60-hour weeks, or travel 80% of the time, or report to someone with less experience than you… so sit tight for a bit.

No matter how much research you’ve done, you can’t know you want the job until you know everything possible about the job.

3. I want you to stand out….

A sad truth of interviewing is that later I often don’t recall, unless I refer to my notes, a significant amount about some of the candidates. (Unfair? Sure. Reality? Absolutely.)

The more people I interview for a job and the more spread out those interviews, the more likely I am to remember a candidate by impressions rather than by a long list of facts.

So when I meet with staff to discuss potential candidates I might initially refer to someone as, “the guy with the bizarre stainless steel briefcase,” or “the woman who does triathlons,” or “the gentleman who grew up in Lichtenstein.”

In short, I may remember you by “hooks” – whether flattering or unflattering – so use that to your advantage. Your hook could be your clothing, or an outside interest, or an unusual fact about your upbringing or career. Better yet your hook could be the project you pulled off in half the expected time or the huge sale you made.

Instead of letting me choose, give me one or two notable ways to remember you.

4. … but not for being negative.

There’s no way I can remember everything you say. But I will remember sound bites, especially the negative ones – like the candidates who complain, without prompting, about their current employer, their coworkers, or their customers.

So if for example you hate being micro-managed, instead say you’re eager to earn more responsibility and authority. I get there are reasons you want a new job but I want to hear why you want my job instead of why you’re desperate to escape your old job.

And keep in mind I’m well aware our interview is like a first date. I know I’m getting the best possible version of “you.” So if you whine and complain and grumble now… I know you’ll be a real treat to be around in a few months.

5. I want you to ask lots of questions about what really matters to you…

I need to know whether I should hire you, but just as importantly I need you to make sure my job is a good fit for you.

So I want you to ask lots of questions: What I expect you to accomplish early on, what attributes make our top performers outstanding, what you can do to truly drive results, how you’ll be evaluated… all the things that matter to you and to me and my business.

You know what makes work meaningful and enjoyable to you. I don’t. There’s no other way to really know whether you want the job unless you ask questions.

6. … but only if the majority of those questions relate to real work.

I know you want a positive work-life balance. Still, save all those questions about vacation sign-up policies and whether it’s okay to take an extra half hour at lunch every day if you also stay a half hour late and whether I’ve considered setting up an in-house childcare facility because that would be really awesome for you and your family.

First let’s find out if you’re the right person for the job, and whether the tasks, responsibilities, duties, etc. are right for you.

Then we can talk about the rest.

7. I love when you bring a “project.”

I expect you to do a little research about my company. That’s a given.

To really impress me, use the research you’ve done to describe how you will hit the ground running and contribute right away – the bigger the impact the better. If you bring a specific skill, show how I can leverage that skill immediately.

Remember how I see it: I have to pay your salary starting day one, so I’d love to see an immediate return on that investment starting day one.

8. At the end I want you to ask for the job… and I want to know why.

By the end of the interview you should have a good sense of whether you want the job. If you need more information, say so and let’s figure out how to get what you need to make a decision.

If you don’t need more information, do what great salespeople do and ask for the job.

I’ll like the fact you asked. I want you to really want the job — but I also want to know why you want the job. So tell me why: You thrive in an unsupervised role, or you love working with multiple teams, or you like frequent travel.

Ask me for the job and prove to me, objectively, that it’s a great fit for you.

9. I want you to follow up… especially if it’s genuine.

Every interviewer appreciates a brief follow-up note. If nothing else, saying you enjoyed meeting me and are happy to answer any other questions is nice.

But “nice” may not separate you from the pack.

What I really like – and remember – is when you follow up based on something we discussed. Maybe we talked about data collection techniques and you send me information about a set of tools you strongly recommend. Maybe we talked about quality and you send me a process checklist you developed that I could adapt to use in my company. Or maybe we both like cycling, so you send me a photo of you on your bike in front of the sign at the top of the Col du Tourmalet (and I’m totally jealous.)

The more closely you listened during the interview, the easier it is to think of ways to follow up in a natural and unforced way.

Remember, we’re starting a relationship — and even the most professional of relationships are based on genuine interactions.

Submitted by Tanya Khatatba


Triangle entrepreneur at core of iPhone 5S technology

Original article:

By David Ranii —

F. Scott Moody felt like a proud papa Tuesday afternoon when Apple announced that its new iPhone 5S will include a fingerprint sensor that users can use to unlock the device.

Apple’s upcoming Touch ID feature originated at AuthenTec, the company that Moody, an N.C. State graduate who recently moved back to the Triangle, co-founded and led for more than a decade. Apple acquired AuthenTec last year for $356 million.

“It makes me proud – and proud of the team and people I worked with,” Moody said. “Our product was such a big part of (Apple’s) announcement today.”

Moody co-founded AuthenTec in 1998 and was its CEO from its inception until September 2010. He also was chairman from 2006 to 2010 and remained on the board of directors until Apple completed its acquisition.

AuthenTec raised more than $70 million in venture capital and had a successful initial public offering of stock under Moody’s leadership.

But Moody downplays his role in the development of AuthenTec’s fingerprint technology.

“I would often joke with people, I co-founded the company with a smart guy,” said Moody, referring to co-founder Dale Setlak.

With Touch ID, a user will be able to unlock the Apple 5S by touching the home button. It’s designed as a security measure, since many iPhone customers never set up a passcode.

Touch ID also can be used to authenticate iTunes purchases.

Moody said he had no inside word that the new iPhone would incorporate AuthenTec’s technology, although there were plenty of rumors swirling around.

“Apple is very confidential, as they should be about things,” he said.

In December, Moody, 56, and his wife, Katherine – whom he met when he was at N.C. State and she was attending UNC-Greensboro – moved to Cary from Melbourne, Fla., where AuthenTec was based.

Moody said he was drawn to the Triangle by the vibrant startup scene and the strong infrastructure that’s entrepreneurs can tap into.

In addition to scouting out investment opportunities for Stonehenge Capital – he’s a venture partner at the Florida venture capital firm – Moody is working with local startups.

That includes serving as an entrepreneur-in-residence at Blackstone Entrepreneurs Network. He also holds weekly office hours at business incubator HQ Raleigh and at Groundwork Labs, a Durham organization that helps technology startups.

“I’m willing to help anybody that asks,” Moody said.

“We have been calling him Grounderworker-in-residence,” said John Austin, director of Groundwork Labs. “He has a great way of giving advice to folks. He tells them what he thinks and he does it in a very engaging way.”


Submitted by Zack Cyrus


Company Culture: How important is the cultural fit?

Nowadays, more and more companies are putting an emphasis on matching personalities to company culture. Not only do you need the skills to do the job, but you have to have a similar personality and moral code to the company and employees who work there. Personalities that fit with a company culture will want to stay there long term. Employees with similar backgrounds are more likely to be happier and more productive.


In some extreme cases, a person with the right personality, who is missing one or two necessary skills, can even negotiate his or her way into a job without an official opening.  As a general rule, employers don’t create new positions for someone without being a perfect cultural fit. Employers look for a dedicated work ethic, professional temperaments, self-motivation and enjoyable attitudes. Also, fitting with their direct supervisor brings immense value and enhances their way of doing business.


Companies have really been focusing on the cultural aspect when looking for candidates. Because of this, they are going to retain those lasting employees and inevitably produce the best product possible.


Written by Samantha Dillin