Published: 01 April 2022
云技能人才的紧缺，使中国企业之间的人才争夺日趋白热化。因此，基础设施和运营领导者需要分析云能力缺口，与人力资源部门合作设立新职位、规划职业发展路径、确定可行激励措施，以培养和留住云技能人才。
中国企业的云决策过程中，往往只有管理层一小部分人员参与云战略的制定与讨论，导致战略公布后，非管理层员工会产生疑问甚至抵触情绪。
由于缺乏掌握云平台知识的人才，而项目交付期又往往十分紧张，基础设施和运营（I&O）领导者经常需要借助外部资源（例如外包供应商、独立承包商）来填补关键职位，由此形成了长期依赖第三方的局面。
关键遗留系统的迁移如果由不熟悉其特性的外部人员来解决，往往容易造成超支，迁移速度也大打折扣。
云技能人才的稀缺和高流动性，使I&O领导者难以确保云项目的持续交付。
负责云采用的I&O领导者应：
针对云机遇，增强员工参与度。可采取的措施包括：向所有团队成员详细披露云战略和云愿景；公开项目进展情况；征求和利用反馈意见。
与IT部门其他领导者共同确定和培养团队所需的能力；对现有员工开展技能和能力评估；为不同角色提供有针对性的培训，以填补能力缺口。
为内部员工分配任务，使其深度参与云项目；通过在职培训来提高员工云技能；建立实践社区（CoP），促进跨团队交流学习与协作。
与人力资源（HR）部门合作，为云相关职位制定具有竞争力的薪酬待遇和具有职业发展空间的可行激励措施，以提高员工在技能提升或更新后的留存率。
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