ABSTRACT
This chapter looks at the seemingly never-ending search for design technologists – finding, recruiting (and the reality of poaching) Superusers. Today, design technologists – and especially design technology leaders – are expected to be both hands-on and to have a strategic outlook from which the firm can benefit. Filling this role, while never easy, has become easier. Following the advice and suggestions in this chapter should make the process easier still. Some firms, especially those who have seen how hard it can be to hire from outside their firm, opt to grow them from within. The key thing is to keep constantly on the lookout, not just when you’re in need of filling a position, and not to let finding a promising candidate with lesser technology skills dissuade you from having a conversation. This chapter looks at hiring design technologists externally, internally, and from other industries and educational backgrounds, and considers the pros and cons of employing and engaging them. Design technologists come from within architecture, architectural education, or branch off from architecture firms to become in-house design technologists or design technology consultants. Strategists vs. doers: this is the recruitment challenge. In this chapter, design technologists share their insights and experiences on how they find good people to fill design technologist roles. This chapter also looks at leadership and design technologist buy-in, hiring Superusers as a design challenge, and concludes with hiring for tool virtuosity vs. soft skills. Finally, we’ll look extensively at the career provenance of Superusers – including emerging, mid-career, and firm leaders; the IT path, BIM manager path, and internal consultant role – through career path case studies.
