The latest news about these massive layoffs in large technology companies is now well known. Some say that there is no clearer sign than this to confirm that the IT talent shortage is over. However, not all voices are saying this.
In this post on the Befree blog, we gather the ideas of an expert in the IT sector, who gives us the keys to facing the IT talent shortage.
A confluence of small problems
The IT talent shortage is a problem that affects many companies around the world. What’s more, the most worrying thing is that it is not something that has happened spontaneously, but rather a combination of circumstances.
Firstly, the growing demand for IT professionals has far outstripped the supply of qualified talent. In addition, the lack of investment in training and skills programmes has left many companies without the necessary resources to develop and retain their employees. As a result, many projects have come to a standstill.
On the other hand, the lack of diversity in the technology industry also contributes to the talent shortage, as noted by Talent 500. The lack of women and minorities in IT jobs has long been a problem, and has led to a drop in hiring. Finally, the rapid pace of change in technology makes it difficult for employees to stay current and proficient in their skills.
All this has meant that many companies have not taken the technological leap forward they would like to. According to a Gartner study, whose data is reflected in this chart, a shortage of IT talent is the main reason why many companies have stagnated in technology.
Tips from an expert
Recently, the consulting firm Gartner published an interview with its Senior Analyst Director, Mbula Schoen. In the interview, topics such as adjustments to be made and tips on facing the IT talent shortage were discussed.
Business and IT leaders need to keep in mind that the IT talent shortage will continue to exist long after the current turmoil, Schoen says. Therefore, IT hiring plans should be adjusted accordingly. IT leaders must look beyond the noise of headline-grabbing layoffs to the signals coming from the market.
CIOs must be more intentional in applying proven practices that help them attract top talent and fill vacancies quickly. For example, CIOs should cast their nets wide to tap into a large pool of passive IT candidates. Many IT recruitment plans are designed to target active rather than passive job applicants, leaving an untapped opportunity to increase the quality and quantity of IT candidates.
On the other hand, Schoen points to a shortcut CIOs can take to acquire skills not available in the IT job market. This is by targeting redundant workers in adjacent technology categories and training them to acquire the necessary IT skills. For example, data scientists are hard to find, but there is a significant pool of data and business analysts available in the talent market, who could be trained.
While the overall supply of IT workers has increased by a few percentage points at most, CIOs can take the opportunity to double their efforts. Now is the time for CIOs to take steps to strategically acquire the best IT talent. If they fail to do so, as Schoen states, they risk stagnating in response to market noise.
