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Published: 18 July 2023



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  • 競争環境やテクノロジなど、ビジネス環境の大きな変化が招いた事業のデジタル化の要請に対応するために、IT部門とその従業員は、新しいスキルをより素早く身に付ける必要に迫られている

  • デジタル化の加速に注力するCIOはIT部門の従業員を増加させようとするが、人材と彼らの有するスキルの不足が最大の課題である。

  • これまでの場当たり的かつ受け身のアプローチでは、もはや変化の激しいデジタル・ビジネスの人材ニーズに応えることはできない



  • ビジネス・リーダーやその他の主要なステークホルダーと協働して、情報およびテクノロジ (I&T) 戦略の進捗により変化する役割とスキルへの要求把握し、優先順位を付けることで、人材獲得・育成計画をI&Tの戦略的計画プロセスに統合する。

  • 採用育成、定着、離職という人事のライフサイクルを考慮した人材プールを構築するために、包括的かつ統合的なアプローチを採用する。

  • 個人/チームのパフォーマンス目標をビジネス成果にリンクさせ、デジタル・ビジネスの成功に対する従業員の貢献を評価し認めることによって、タレント・マネジメント戦略/プログラムの有効性を高める。

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Hironori Hayashi

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