The right IT
talent can be hard to find. But executives can learn from the ways in which
leading Information technology organizations develop, retain and recruit good
people in their company.
A remarkable number of recruiters and
executives are having a hard time finding and retaining the talent necessary
not only to extract value from investments in such areas as big data and
project mobility, but also to carry out everyday IT operations with the
required quality, security, and efficiency. These executives are also
struggling to get the most out of their existing talent. While they have staff
with specific IT skills, they often lack competent individuals to solve
problems that span multiple technology areas and engage business managers on
topics such as technology innovation.
Interestingly enough, companies that
outsource technology struggle with these talent challenges just as much as
those that do not. Outsourcing changes IT talent requirements but does not
This issue is critical for senior IT
leaders. However, there are a number of ways in which you can develop, retain
and recruit talent.
Developing and retaining talent
Combining new talent in a technology
business or any other industry, costs money, is time-consuming, and risky.
Screening candidates, conducting interviews, negotiating employment terms, and
getting a new hire up to speed in their role can take six months or more.
As a result, it’s crucial in winning the
war for IT talent to develop and retain
the team you have. In addition to all the traditional people-management
levers (competitive compensation, rewards for success, effective coaching) we
found that leading organizations employ a range of other approaches to develop
and retain technology talent.
Rotate high performers
In many IT organizations, the career path is a
traditional one. A new hire starts out in a particular domain (Web development,
.Net development) and advances to assume roles of greater responsibility in
that domain by demonstrating a combination of technological expertise and
operational or project ability. Although this path has its advantages, it also
encourages relatively narrow interest and, over time, can lead to a feeling of
career “past its sell-by date.” Some IT organizations are proactively rotating
high performers across technology domains and into business or operational
functions as well. The purpose is to prepare managers who can engage with
business leaders as peers and can more readily solve versatile technology
problems that cover many parts of a traditional IT organization.
Support technology passions
The best people in the technology environment have
a passion for technology. They are excited by the opportunity to use innovative
technologies to solve problems. With all the focus on top-down management of IT
project portfolios, individual innovation and experimentation are easily
discouraged or lost. Therefore, it’s important to encourage the use of
innovative ways in your business.
Facilitate outside exposure
Technology is a community that extends far beyond
any individual company or institution. By making time for high performers to
participate in industry or functional groups (for example, standards-setting
boards), leading technology shops expand their high performers’ horizons and
help them feel connected to a broader technology community.
To rotate high performers, support the
passionate individuals and ensure outside exposure are just some ideas to win
the technology battle.
Look out for part two where I look at
how to increase talent externally and ensuring you make the necessary changes
to foster growth.
We understand that it can be difficult
finding high performing candidates for your business, but it doesn’t have to
Communicate Recruitment is a specialist
recruitment company that source nothing but the best of the best individuals
for your organization. Contact us today and set up a meeting with one of our
Or if you are in the market for IT jobs,
visit our website and apply directly online.
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