What resource challenges are most difficult to solve?
VP, Chief Security & Compliance Officer in Software, 1,001 - 5,000 employees
Folks are stealing each other's resources left and right. It’s not happening so much internally, it’s more cross-company. We are part of a larger conglomerate, so we have that competitive view. And I don't think we can beat what AWS now offers as a base salary for some of their engineering roles.CIO / Managing Partner in Manufacturing, 2 - 10 employees
We've been trying to build up our resources and recruit. We're suffering the same issues as everybody else. I’d hired somebody good recently and was waiting for them to start, but then I got a call saying that they're not joining us after all. It sounds like their existing company offered them a golden handshake to stay.Advisor | Investor | Former CIO in Services (non-Government), Self-employed
That's happening a lot more now. And statistics say that if somebody has already resigned and then they back out of it, that individual will be gone within six months. But the problem is that you need somebody now; you can't wait six months.
CIO / Managing Partner in Manufacturing, 2 - 10 employees
I look at it the other way as well: if they've already signed the offer letter and then they back out, then I'm not going to want them at that point. They've already backed out once, so I'm not going to give them a second chance.
CIO Strategic Advisor in Services (non-Government), 2 - 10 employees
I'm also seeing the same thing. There are a couple of dynamics that come into play in that situation, but the main issue is that they are probably financially motivated. That is a red flag to me because it's the wrong thing to focus on.
CIO Strategic Advisor in Services (non-Government), 2 - 10 employees
If your time to hire is too long, that is a big problem. I'm starting to see this with larger companies especially: they have all of these processes to acquire talent where you have to go through HR and different organizations need to sign off on that hire. And then there is the budget process. By the time all those processes are complete, the person has moved on and gotten another job somewhere else. If the time to post a job, find a candidate and then make a hiring decision is not super short, it’s very likely that you'll lose that person. Some organizations are able to complete the entire hiring process within one to two weeks.It speaks to two issues in the process: One issue is knowing the process itself. There's a lot of confusion around who needs to approve a hire to get the new person set up. And then the second issue is figuring out how to speed that up and make it more efficient. Having worked in big companies for most of my career, it’s an incredibly lethargic process. It's just one more hurdle.
Director of Value Realization and COE Programs in Software, 1,001 - 5,000 employees
We see his problem with many of our customers. The complex internal processes added to new technology implementation such as Workday or SuccessFactors is really throwing them for a loop. One of the first processes they ask us to help optimize is the hiring process. Second in the employee onboarding.
Director of IT in Manufacturing, 51 - 200 employees
I am putting a little twist on this - Hardware resources or Human Resources? The most difficult resources are financial, equipment, and facility. People are much more resilient and able to share and collaborate, but physical resources are much more finite.Manager in Construction, 51 - 200 employees
Recruitment is the hardest challenge to solve, ensuring that staff actually join following an offer is almost impossible. Director of IT in Services (non-Government), 1,001 - 5,000 employees
The market is extremely competitive. Retaining top talent has become more difficult than ever given some of the competitive "perks" being offered (e.g. full time remote roles) are becoming the norm. Time to hire also remains a challenge and one all companies must tackle!!MSP & IT Director in Services (non-Government), 2 - 10 employees
Since work from home has become a lot more popular , it still doesn't work for every position. there are many positions that need full time in office. I recently lost a great hire after 1 year, to a work from home job he got because of the experience he gained while with us. That WFH job paid a lot more than we could offer and he did not have to commute any longer. In addition to finding good talent, keeping them in the office is a challenge.Global CIO in Telecommunication, 5,001 - 10,000 employees
On boarding resource and find out after few months the skills required are not compatible to the job. You are paying but not getting what you ask for. CIO in Software, 11 - 50 employees
Recruitment and retention of top talent!Chief Technology Officer in Software, 11 - 50 employees
Same as most of the sentiment on this post, recruitment of talent is harder then ever at the moment (most definitely in Australia where I am where we don’t have the population and with immigration essentially stopped for 2 years). Not only that even if they say yes, in their notice period they are being offered better deals from their outgoing employers. Content you might like
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Director of IT, Self-employed
One thing I do is include them in the meetings about the changes that will take place and get their opinion. I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.Community User in Software, 11 - 50 employees
organized a virtual escape room via https://www.puzzlebreak.us/ - even though his team lost it was a fun subtitue for just a "virtual happy hour"