August 1, 2011

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Technology

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Utah Business Staff

August 1, 2011

We started a lot of technology hiring in San Francisco. In two years, we’ve grown from zero tech folks to about 30 in San Francisco. But in the same time, we’ve added two, three times that number here in Utah. But there are certain skills we’re just not seeing, particularly in the consumer-based internet industry.

We have 20 or 30 openings right now. But as we fill them, they give us some more. We bring in a good candidate and even without an opening, we usually grab them.

ROPELATO: I’m the CEO of TechMediaNetwork. We’re a publisher of 16 web properties. We just acquired Laptop magazine, based in New York. We have 200 FTEs: 60 percent here in Utah, 40 percent are in New York. We’ve hired about 80 in the last year. Our hiring challenges are in three areas: internet marketers, editorial and web developers. We’ve had open reqs literally for three years on each of those.

We’re partnering with some of the colleges, actually even helping with the curriculum development and teaching responsibilities on leading-edge activities.

RIVERA: I’m from i4 Solutions. We’re a web-development, online-marketing company for mostly small- to medium-sized businesses. And I now know why we can’t hire anybody. I could echo exactly what’s been said here. It is extremely difficult to find good talent. They’re coming out of school with all of the enthusiasm and gusto, but without the necessary skills. Our primary technology is Microsoft based. So we’re looking for Dot Net developers. We have about five openings, and we currently have 30 employees.

WEISS: I am a faculty member at the University of Utah’s School of Medicine and formerly the president and COO of ARUP Laboratories, which provides medical laboratory services to hospitals and other laboratories around the country.

We have about 2,900 employees at ARUP. Actually, our hiring has slowed. The demand for our services has slowed over the last six to nine months—partly the recession finally catching up with our end of the value chain of healthcare. And it’s also a lot to do with the uncertainty of healthcare reform and how those delivery systems will change in the future.

We probably have 15 to 20 openings now. Some of those are a result of turnover rather than demand for our services. We focus a lot on individuals with degrees in medical laboratory sciences, biology, chemistry, molecular biology. We’re fortunate because four of the universities here in the state provide graduates with those kinds of degrees.

TANNER: I’m the EVP of product & strategy for inContact. We started the year with 300 employees. We’re at 350 now. Of the 30 employees I need to hire this year, I think I’ll be able to get two or three out of Utah. That has to do with skills and competition. We have billboards along the freeway; it’s nice recognition, but it’s not bringing the people in the door. We need Dot Net and we need Java.

I echo the education comment on the cloud. We are a cloud-based company. The way we overcome the lack of cloud education is we take 12 to 16 interns and we just cycle them through. We work very closely with Neumont. They’re very flexible and we love the quality, but there’s no cloud experience walking in the door. We do get good hires out of that group, but it’s a slow process. And frankly, a lot of them take that expertise and go elsewhere.

TURNER: I’m the founder and CEO of Aribex. We do portable, battery-powered X-ray, and we sell them to dentists and veterinarians. We’re at 43 full-time equivalents. We’ve hired about seven in the last year. Our revenues are up 38 percent. So we’re not quite keeping up on the hiring with our revenues.

Our current openings are for electromechanical medical device engineers. We can find senior guys that are expensive and we can find people right out of college that don’t have the skills we need, but we can’t find mid-level people at mid prices.

SECHREST: I am the COO of our government healthcare group at ACS, which is now a Xerox company. We provide IT, HR and government services. It’s a very, very diverse offering.

Xerox is a very large company, and we have about 2,200 employees in Utah. We currently have about 350 openings. Most of those are entry-level call center, production-type workers. And even those we have a difficult time keeping because they move on to other jobs. The competition in Utah is very fierce. We don’t have very high turnover among our senior leaders in Utah, but in the entry-level jobs, we’re always looking for good people.

PEDERSEN: I am co-founder, chairman and CEO of ZAGG. We’re a fast-growing mobile accessories company. We have about 250 employees, 80 of which we’ve hired in the last year, and 50 of those are from an acquisition I recently made. Right now, we’re hiring 15 to 20 people, anywhere from customer service to some programmers to a COO. If anybody knows a good COO.

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