One of the highlights for me from our IT skills gap webinar had the panel talking about the different ways in which organisations can nurture skills in their existing IT workforce. After all, why buy the talent when you can build it from within your own existing talent pool?
Sara Hill from Capability Jane talked about the opportunities to convert latent talent in technology in the ‘returners’ space; Chris Shaw from Intel talked about the struggle for getting support for using experienced employee placement; and Philip Black from Emergn mentions secondments that have been more traditionally used in larger businesses.
All great ways to enable career development across business units, but how common is it for organisations to build such talent management strategies?
When we worked with Kimberly-Clark, they were looking for a talent management solution that could be implemented quickly to keep pace with the ever-changing technology environment that needed building and supporting. With our help they were able to introduce a sustainable model on which future programmes can be built.
A Dell-CAI report released earlier this year sees the IT skill gap prominent in retail, insurance and pharma, among others. The report talks about the difficulty of finding ‘new hires with the latest tech skills while also keeping current employees ahead of certification requirements.’
I’d be interested to hear how talent is managed in your organisation. Is there a preference to buy rather than build, or are your employers open to you being seconded to another part of the business to upskill your talent?
In the meantime, you may find it interesting to watch the highlights from the webinar.
