What are the key factors that impede businesses from attracting talent?
Vice President for Information Technology in Education, 1,001 - 5,000 employees
Maybe the issue has less to do with the supply chain, and more to do with the people who need the supply. Maybe we're not doing a good job of telling people why this is a career they want to choose, and that when they learn this particular programming tool today, that's not what we care about most. I argue that when we hire people, we shouldn’t make them sit down and do a technology test to write code. At least, I don't. We talk to them about thinking logically and problem-solving, but then we put them in a job where they write code. We've forgotten that we hired them for their mind, and we keep rewarding them for their technical ability. So I wonder if the problem is with IT as an industry; we’re not making this attractive and valuable, and explaining why it's important.CTO in Education, 1,001 - 5,000 employees
Salaries, benifets, working hours and flexibility.Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
Reputation of the Organization and its cultureContent you might like
Yes51%
No42%
Uncertain6%
406 PARTICIPANTS
Team lead16%
Project lead64%
Domain lead7%
Architect13%
45 PARTICIPANTS
CIO / Managing Partner in Manufacturing, 2 - 10 employees
Firstly, buy-in from the executive team that it is needed - so change management on the need for change management :-)Next, the right people - those that can really bring the need for change management to life, it's ...read more
Chief Information and Technology Officer, 1,001 - 5,000 employees
We utilize our Gartner executive partner for this. As an example, our CISO and myself were creating a deck for our Board, but we thought it probably wouldn’t resonate. Our EP helped us provide visuals to bring it all together ...read more
The issue is so complex and so nuanced that we really have to wrap our heads around it. As IT leaders, we're actually part of the problem, because in working with recruiting teams over the years, we kind of get into this rhythm of saying, "This is how things are done." We need to revisit the whole approach towards acquiring, developing, and training talent.
Part of the problem is that our recruiting tactics are from 20 years ago. I'm still fighting with HR over why I have to have a programmer sitting in an office, when no one on campus knows who that person is. Their door is shut. They work. It doesn't matter where they are; the old notion that they must not be working if I can't see them through the window in their door is crazy.