Tackling the IT talent gap in today’s digital world

Explore the importance of creating an environment that provides employees with meaningful opportunities, recognizes their value and boosts their satisfaction.

Although technological advances can enable previously unimaginable competitive advantage and growth opportunities, there’s a scarcity of talent available with the skills required to effectively deliver on the technologies’ promises and abilities.

So how can organizations strategically address the imbalance of supply and demand for emerging skills – including in areas such as big data, analytics, business analysis, and enterprise architecture? A recent article from explored the steps organizations can take to gain a deep understanding of what their future work will consist of in this era of digital labor and automation, and what they need in order to facilitate that evolution.

A critical component of addressing their future vision and requirements is development of an agile workforce that can be deployed or redeployed to the new areas of work in a very fast and appropriately timed manner. Once they understand what they need, enterprises must focus on attracting, nurturing and retaining IT talent to help them achieve their goals. One way to do so is by creating a better employee experience.

Given that the required talent is in high demand and nearly 30 percent of employees will become retirement eligible in the next several years, organizations are in most respects operating in an employees’ market today. In order to attract and retain the best, most in-demand IT talent, enterprises must create an environment that provides their employees with meaningful opportunities, recognizes their value, and boosts their satisfaction.

One valuable way to shape this type of environment is to take a step back and think through the overall value proposition, viewing employees as consumers. What is the “buying choice” they’re making, and how frequently are they making that decision to stay or to potentially go somewhere else?

Another vitally important action is development of an inclusive IT organization. Despite the fact that most organizations have diversity and inclusion programs in place, many allow unconscious bias to affect their hiring and promoting activities. For example, the 2017 Harvey Nash/KPMG CIO Survey found that barely 10 percent of today’s IT leaders are female. This unconscious bias can preclude an equal playing field where all individuals can make the same contribution. It can also engender an environment in which not all employees feel a sense of inclusion and belonging, reducing productivity and innovation. To help ensure inclusivity, your employee base should be as diverse as your consumer base.

In the increasingly complex project landscape many organizations find themselves grappling with, skills shortages may seem like the new normal. But in order to effectively compete, enterprises must facilitate their future IT workforce. And doing so requires that they understand the business’ and their employees’ needs, and create an environment that entices, enables and empowers the best of the best talent.

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