How do you track the capabilities of your team when it comes to technologies they know across the broad group of IT roles and resources?

479 views3 Upvotes6 Comments

CIO in Government, 10,001+ employees
We track their certifications and status of training.  That is a gauge for adoption
CIO in Education, 1,001 - 5,000 employees
Many organizations simply use spreadsheets to track skills/skill sets that their employees have. We also know, as Roland indicated, who has certain certifications and we both encourage and pay for them to certify. We also provide tools such as LinkedIn Learning and Pluralsight, from which we can gather various analytics.
Chief Information Technology Officer in IT Services, 201 - 500 employees
We are subscribed to Microsoft's online service hub and also have a subscription to LinkedIn Learning. Additionally, we offer reimbursement for tuition fees when individuals complete online courses and provide evidence of successful completion. However, in all cases, it must align with our internal objectives and developmental needs.
Director, Experience Design in Education, 1,001 - 5,000 employees
I'd say all of those, and I'll up the ante by adding in SFIA (Skills Framework for the Information Age). It's a godsend for figuring out career pathways.
Director of IT in Healthcare and Biotech, 10,001+ employees
I keep track of all of the team members technical abilities and certifications in a thorough skills inventory. I can quickly gauge people's talents and identify gaps within the team. I push for my staff to engage in ongoing education opportunities like certifications and industry training. This not only benefits their education and development, but also keeps me updated on their successes and new talents.
Chief Information Officer in IT Services, Self-employed
i begin by outlining the business goals the team need to deliver against. this identifies the tasks and then the skills / capabilities / personal and team traits needed to complete those tasks today. I predict the skills / capabilities / personal and team traits  that will be needed in the future as the team needs to ready today to bring forward value - they should not need to be asked or find themselves not ready to delivery in the future (this is career and skills pathing work). then i list all the skills/ behaviours etc. needed per role / team. complete a skills analysis (high, medium, low) of the team and set that against what I need. you then find there may not be enough expert coding skills in 6 months or skills are imbalanced etc.  so now the time begins to close the skills / capabilities / personal and team traits with SMART tracked L&D plans / recruitment.

Content you might like

Yes, we use external talent agencies often29%

Yes, we use external talent agencies rarely52%

No, we only leverage internal staff16%

Not sure, I see people come and go not sure if they are internal staff or external talent2%


8.6k views1 Upvote3 Comments

Recruiting and hiring new full-time employees26%

Expanding relationships with IT staffing firms to meet immediate needs35%

Upskilling or reskilling employees for new roles27%

Improving internal processes to manage a remote or hybrid workforce12%

Other (please specify in comments)1%


1.5k views1 Comment

CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
Read More Comments
39.8k views130 Upvotes318 Comments

Community User in Software, 11 - 50 employees

organized a virtual escape room via - even though his team lost it was a fun subtitue for just a "virtual happy hour"
Read More Comments
6.3k views25 Upvotes58 Comments