Google plans to recruit thousands of employees in New York, placing the two behemoths against each other and other businesses for already a rare talent in the region.
Competition for talent will be stiff, recruiters say. But both companies have distinct requirements that differentiate them from other employers – and in other respects, according to data published by the analytical firm Burning Glass Technologies. For example, companies prefer different coding languages and technical approaches for software projects.
Amazon declined to comment on its specific employment plans in New York. A Google spokesperson has not responded to comment requests.
The glass burning analyzed jobs each company has posted over the last 12 months. Of the more than 42,000 Amazon jobs, the highest concentration was in three professions – software development engineers, software development managers and so-called architects. Of the 14,000 jobs Google presented at the time, the three most sought-after roles were for software development engineers, program managers, and marketing managers.
Amazon wants more software engineers who are proficient in Microsoft C # and Java coding languages. It also looks for experts with experience in technical approach called object analysis and design, and not surprisingly – Amazon Web Services, the company unit hosting data from other companies in the cloud.
More than one-fifth of Amazon and Google Software Engineer work engineers sought for learning skills, compared to less than 3% nationwide. And 63% of firms' ads searched for engineers familiar with C ++, often used to build applications and operating systems, compared to 13% across the country.
Amazon 's long search for location in the new headquarters – dubbed HQ2 – may be better called Sq squared. With 50,000 jobs and $ 5 billion in investment at stake, here's a look at the big lengths the cities went to woo huge tech, and why Amazon eventually settled in two places. Photo: Reuters
Amazon originally said it would locate a second headquarters instead of one for 50,000 employees. But now the company plans to split the second center between New York and the North Virginia suburb of Washington, to ensure that it has the best access to talent technology across several regions.
"These two locations will enable us to attract world-class talent that will help us continue to innovate for customers for years to come," said Amazon.com founder and CEO, Jeff Bezos.
The New York office of Amazon will be in the Queens neighborhood of Long Island City. In Virginia, she chose the Arlington Crystal City area, just outside Washington, DC. Burning Glass has discovered that these metro areas have a higher than average share of software developers. According to this measure, the country's capital has an advantage, probably because of the many military and government contractors in the region.
But New York is expected to have a higher number of potential employees, burning glass found, using the Total Jobs jobs for software engineers in the city as a proxy. Only the Bay area strikes New York in terms of number of software engineers, the analysis found.
In an interview in New York, Amazon and Google are more concerned that they have access to thousands of potential employees than to cultivate an urban technology scene that may be more important to smaller and newer companies, said Tom Stringer, director of the business selection and incentive site at BDO USA.
Smaller cities like Austin, Texas, have managed to create a culture of tech entrepreneurs that gravitate towards, he said. In these places, younger companies can establish business connections in cafes, gyms, or local universities. "This is the only way these small companies can compete for talent," he said.
"With larger companies, it's growing," he said. "The attraction to New York is the volume of people with varied skill sets."
However, companies may have to lure employees to New York if they find their reputation high salaries not enough to attract those who already live there. Convincing people to move to work is challenging, and having experienced employees, especially midcareer professionals with families, trying to try New York may be difficult.
"People do not like to move in. They live instead of a party," said Bhushan Sethi, leader of the workforce strategy of PricewaterhouseCoopers. "New York is a wonderful place, but the infrastructure, the housing and the price are not for everyone."