SMB IT Journal

What’s your reason for not upgrading to Windows 7? Many IT managers wait for the first service pack before deploying an OS upgrade; others update the operating system as part of a hardware refresh. Here are some advantages to upgrading.

1) Inevitability

If you have been watching Microsoft’s enterprise desktop operating systems over the past two decades then you are aware that there is a pattern emerging and that pattern places Windows 7 as the long term successor to Windows XP and that XP was the clear successor to NT 4.0.  Each of these were the golden child of the Microsoft machine, blessed with prime market positioning, lack of extreme overhauls and sporting a high level of polish.  As such, whether you are seeking the latest and greatest or just looking for the best desktop OS investment, Windows 7 meets your needs.  Windows 7 is here to stay and adoption rates are already very high.

Once you accept that Windows 7 is coming to your environment sometime over the next several years then the question truly becomes: “What are you waiting for?”  The sooner that you get Windows 7 in place, the sooner you can make the transition and the sooner you can start reaping the benefits of the latest technologies and nearly a decade of development since Windows XP originally released – and let’s face it, most shops are moving from XP to 7 today.  You will achieve your greatest benefits from Windows 7 the sooner that you put it in place giving your users maximum time to adapt to it and giving you more time to take advantage of its features.
2) Performance

One of the biggest complaints of users who switched to Vista from XP was a lack of performance.  Windows 7 addressed this very well and is more performant than Vista and has lower minimum requirements allowing it be used in the Netbook realm that had been previously reserved for Windows XP up through the Vista era.  Windows 7 runs nicely on Vista-era equipment and much of the XP-era equipment while taking good advantage of new hardware as well making it a good option for in-place software upgrades.

Having a Windows operating system that actually outperforms its predecessor on the same hardware is a major feat.  Traditionally an OS was only expected to be comparable or faster when used on hardware current to its release.  Unlike any other Windows upgrade, Windows 7 can be deployed onto existing hardware without needing hardware upgrades and you will still see small performance gains.  This alone removes one of the traditional obstacles to in-place operating system upgrades.
3) Security

Security is always of concern and Windows 7 comes with a slew of security enhancements.  The best one results in an improved user experience as well – the update of User Account Control (UAC.)  This update makes UAC, the bane of Windows Vista, into the security tool that it was always meant to be.  UAC is now easy to use and control but still powerful enough to protect you in critical ways.  Moving from XP to 7 provides a very important security update from a technology side while moving from Vista to 7 makes this technology user friendly enough that it can remain enabled without the bulk of users demanding that it be removed.
4) Solid State Drive Support

With solid state drives rapidly dropping in price and growing in popularity, having specific support for them in Windows 7 is a very big deal today but especially over the next few years as solid state drives move from the realm of power user equipment to mainstream user equipment.  Solid state drives work best when the drivers handling them are aware that they are solid state.  SSDs should not be treated like tradition, spindle-based hard drives for maximum performance and reliability benefits.

Windows 7′s solid state enhancements like TRIM and removal of spindle drive tools like Superfetch and ReadyBoost give SSDs better performance and longer lifespan on Windows 7 then on previous Windows iterations.  These features may not seem like a big deal today but over the lifespan of Windows 7, as SSDs become more and more of an expected desktop component for the average office worker these SSD-specific features will play a bigger and bigger role.
5) XP Mode

XP Mode is one of those really stand-out features that sets Windows 7 apart from its predecessors.  Previous Windows version have struggled in handling legacy applications.  Windows 7′s new approach of including a Windows XP operating system as a complete virtual machine handles this issue in a graceful way.  Now legacy apps are more reliable and the Windows 7 system is not encumbered with extra subsystems needed to handle legacy systems.  With Windows XP having been such a dominant player like no Windows platform had been before, this approach is brilliant and a shrewd move on Microsoft’s part.  XP Mode delivers a level of confidence that existing apps will continue to work on Windows 7 – even apps that no longer see active development and are not being tested against the newest Microsoft operating systems.  Once again, Windows 7 provides more than its predecessor in an area where we would not expect to see this – backwards compatibility.  Windows 7 is dramatically more compatible with Windows XP software than Vista is.
6) Branch Cache

Enterprise customers can leverage Branch Cache, Microsoft’s new WAN optimization technology targeted at supporting branch offices within a larger, enterprise environment.  Branch Cache can be a significant feature for the many companies who struggle with providing storage resources out to small, remote offices.  Branch Cache’s ability to seamlessly store previously accessed CIFS and web resources out at a branch office can, for some businesses, mean that extra equipment and larger Internet connections need not be purchased which can result in substantial cost savings and branch office productivity gains.  Branch Cache will also reduce loads on central storage systems allowing file server dollars to be stretched a little farther too.
7) Direct Access

Previous versions of Windows have had VPN products included with them but Direct Access takes the idea of “always connected mobility” to a new level.  Direct Access adds seamless VPN to Windows which gives users a unified experience between remote and “in office” computing modes.  No longer do users need to manage their VPN experience – as long as they are online they are connected to the office.  Direct Access leverages IPv6 and IPSec for simple, efficient and extremely secure remote computing.  Direct Access is designed to work with Microsoft’s existing authentication systems allowing it to be used for normal, everyday computing without breaking communications with Active Directory so that both the machine and the user can properly authenticate – even when working remotely.

Summary) At the end of the day, however, what makes Windows 7 compelling isn’t any significant feature.  In fact, it is the lack of major features that makes Windows 7 so important.  Like XP, its spiritual predecessor, Windows 7 tweaks a working formula.  Vista introduced the new kernel, the new interface, UAC and other features.  Introducing change is painful.  Windows 7 takes what works and makes it better.  Windows 7 is the long term, strategic desktop decision because it is a polished system that introduces small, incremental updates and relies on established features to drive its overarching value.  Think of 7 as the evolutionary whereas Vista was revolutionary.

Corporate interviewers often forget that interviews are a two way street: yes the company is interviewing the hopeful job candidate but that candidate is interviewing the company as well.  Unless you are a wildly well known and highly desired company at which to work (e.g. Apple, Microsoft or Google) then you have probably little more than the interview process in which to demonstrate what kind of company you are to a potential candidate and even then many candidates will take the media’s opinions of working at those companies with a proverbial grain of salt.

No matter how fashionable or well respected the firm, most likely a job candidate will get one chance to peer into the inner workings of your company.  They will not judge you based on your cafeteria food nor on how friendly the staff is nor the lengthy, and probably completely inaccurate, job description – all of that is a form of marketing – a good candidate knows that and is exposed to it all of the time.  No, they will judge you based on your processes and the only process that you can’t gloss over, hide or fake is the interviewing process.

A company’s ability to interview effectively is the best cradle to grave process example that a candidate will see – very likely it will be the only one.  And since this is a process that affects all others, in that every person at the company was selected using it, it is also the best way to indicate to the candidate what the overall company is likely to be like and how it functions.  A good hiring process reflects a healthy company using good processes and possessing good staff, a bad hiring processes reflects a company with generally poor procedures and staff consisting mostly of those unable to find work someplace more attractive.

The hiring process is so often either complete afterthought or, at best, based completely around weeding out bad candidates that there is little thought put into convincing good candidates to accept a position at the firm.  The better the candidate the more likely that that candidate is already working and getting offers from more than one company.  The interview process must often convince a candidate that the unknown of your company is better than their existing, known position and that it is better than the unknowns of potentially many other firms.  Overcoming the “devil you know” issue can be very difficult, especially if that candidate already has a great job.  Ask yourself, “If I had their job, why would I leave it to come work for me?”

Vetting a potential candidate is not something that interviewers and the hiring process creators are likely to forget or overlook, but focusing so heavily on ruling out bad candidates will often also tell good candidates that this isn’t a place where they are interested in working.  Good candidates don’t want to work in a place lacking bad people, they want to work in a place full of good people.  The two are not the same thing.

Having a good, efficient and goal-oriented interviewing process can be difficult, especially if your firm is large and follows traditional interviewing practices in a codified manner.  There is no simple equation to running a great interview process, what every company’s technical needs and cultural needs are will dictate how best to approach enticing the best fitting candidates.  There are simple rules, though, that must be followed.

Every potential candidate that you will ever interview is full of horror stories from their own job hunts over the course of their careers.  Some are nearly universal, such as stories about how the human resources department sabotaged an otherwise perfect fit position, while others are unique and surprising.  Anyone that you will be interviewing will be thinking about their own past experiences as well as stories that they have heard from others and will be thinking about these things as they go through your company’s process.  Most process issues can be resolved, or at least mitigated, simply by taking the time to empathize with the candidates and see the process from their perspective.

Running a good interview process can start with the simplest of things like making sure that the team preparing to interview a candidate are on time, prepared for the interview, the appropriate people for that interview, aware of what they are interviewing for, etc.  Too often candidates go to an interview just to find that they are being interviewed by random people in the office who just happened to be available.  Those interviewers have not seen the resume ahead of time nor are aware of the qualifications that they are seeking.  You would not be impressed if the candidate being interviewed was late and unprepared, why are we then surprised if they are equally unimpressed when we are unprepared.  We can hardly fault a candidate for not taking the interview seriously if we are not taking it seriously, but this is exactly how the average interview goes – the candidate is far more prepared than the interviewing team.

Human resources presents one of the most well understood failures in the interviewing process.  HR is seldom prepared to speak to a potential candidate in any meaningful way in the information technology arena.  Rarely, if ever, is HR in a position to judge a candidate’s skillset, skill level, ability to mesh with a team or appropriate compensation.  HR could be involved for verifying resume data or supplying benefits details, of course, but only after a candidate is otherwise selected.  Every IT professional can spot a job description that HR has touched and great candidates turn down your firm at this stage, long before they ever show up in any statistic.  You are losing potential employees, the best potential employees, before you ever find out that they were giving you a moment of their time.  You may also accidentally turn away candidates who would happily have accepted a position with your firm but were misled into believing that they were not qualified for a position due to nothing more than an incorrect, often impossible, job description.

It is important, too, to have a generally well laid out and efficient process to move from one interviewing stage to another and to do so, from end to end, in a relatively short period of time.  I myself have had poorly planned interviewing processes that stretched for longer than six months.  In these cases the people involved will often change positions, or even companies, during the process and the same stages might get repeated over and over with the interviewing company not remembering the candidate or what had been said and determined in earlier interviews.  If an interviewing process spans more than about a week the process is too long and the stages are too disconnected.  Decisions should also come in a timely manner, not weeks after an interview has taken place.

The interview process should be designed around the desired candidate traits.  If you want to hire someone to just hit the ground running and have no long term viability, focus purely on tech skills.  If you want someone to be a part of the team, focus on personality and just make sure that they can learn the tech skills in an amount of time that is appropriate for your needs.  If a position is important enough to hire someone to fill, it is important enough to interview well to get the right person.  Hiring a new staff member is a very big deal, nothing defines your company more than the people that it hires.  Nothing should be taken more seriously than the processes used to acquire the best staff.

Communications between interviewers and stages is important.  An interviewee will not be impressed if asked the same question multiple time, especially not if asked by the same person.  This is far more common than interviewers may realize.

Put yourself into the shoes of your candidates.  Think about how they will see your company when they interview with you.  Will they see an organization that treats them with respect and professionalism?  Will they see you as prepared and highly skilled?  Will they see processes that encourage the kind of people that they want to work with to join your firm?  Or will they see that your company thinks that hiring good people is not a priority?  Will they find that their future coworkers aren’t the cream of the crop and that they aren’t being hired to compliment good people but to provide skills that you have failed, thus far, to cultivate?  Will they see processes designed to weed out bad people but that fail to attract good ones?

Interviewing processes do not need to be exceptionally formal or rigid.  Alternative approaches can work wonders and can tell a candidate much about your company.  But make sure that any process that you implement reflects positively on your firm and is not turning away the candidates that you might wish to hire.

No matter how much you imagine that candidates should be beating down your doors to come work for you – those candidates don’t know that.  Until you convince them otherwise, you are just another unlikely job prospect to them in an endless sea of job listings – unlikely that they will get an offer and unlikely that they will accept one if received.  Job seekers are inundated with job listings and head hunters daily.  Most companies that a candidate will decide to interview with will turn out to not even really be hiring but are just “fishing” – looking to see what the candidates and going compensation rates are like in the current market.   A candidate is not going to get excited until they feel that you are a serious firm and that the job sounds exciting.

Interviewers generally approach candidates with the impression that the candidate is begging for the position and that they are charged with turning away all but the best option.  But there is a very good chance that the person that you are interviewing was cajoled or begged (or even bribed) to sit across that table from you by a headhunter, consulting or staffing firm.  Often they’ve been lead there under false pretenses, such as being told that compensation is as much as double what is actually your realistic cap or that they will be in a far more senior position than you are interviewing for.  In that person’s eyes it is you the interviewer, not they the interviewee, who is in the begging position.

If a candidate is brought in by a staffing firm then chances are that that candidate has been presented with a very different view of the situation than you expect.  Likely they have been told great and unrealistic things about the position and they see that staffing firm as the direct and official representative of your firm – which if you have hired them, they are.  So you are effectively reaching out to candidates, pre-selecting them and asking them to come interview with you.  To the candidate, they are doing you the favor, not the other way around.  If they show up and you are not ecstatic that they took the time out of their schedules to meet with you they are going to be less than impressed.  They assume that you have sifted through large numbers of candidates and selected them for a reason.

Using a staffing firm is never advised, in my opinion.  They do not represent the interests of you as the hiring company nor of the candidates.  They, at best, are a point of miscommunications and increased cost.  At worst they play both parties against each other for their own gain.  Like an HR department, they have very little to add to a selection process but have the capacity to wreak nearly unlimited damage.  The best companies, no matter what size they are, take the time to make their hiring process a purely internal one.  No matter what type of business you are in, the ability to attract, acquire and retain the best staff is the best competitive advantage possible.  If your hiring process isn’t taken seriously there is no way that you can compete  cost effectively.  Your only option is to raise salaries to a point that enough candidates concerned about money over job quality are willing to come work for you.  This can work but is very expensive, and not completely effective, compared to having great hiring practices.

The bottom line is that your hiring practices dictate what you are and will become as a company.   If you don’t acquire and develop good staff you won’t have them to drive efficiency and innovation.  Take your hiring process very seriously and consider how your company presents itself to a candidate.  Remember, weeding out bad people is easy.  Attracting good ones is hard.