There is no shortage of demand for qualified IT skill in business. However, finding this qualified talent and holding on as an employer is becoming more of a challenge than ever.
A good IT talent management approach has a comprehensive package that addresses all the necessary questions before a recruit is even approached. It answers which positions are being filled, a salary and benefits package to pitch in detail if necessary, and how the person will be integrated and supported into the company.
For internal retention, the plan should have a career track laid out for the talent, how they can grow and expand their skills, how they will be rewarded at higher levels for more engagement, and how they will be invested in the company’s mission. Short of these things, a business shouldn’t even start discussing recruitment or retention.
The Social World
The amount and speed with which news and job opportunities are transferred means that the best talent is staying in tune with social media far more than other recruitment sources. If a company doesn’t already have a human resources presence in social media forums, it needs to create one. Granted, this is not a blind fishing expedition. A company should know ahead of time which forums the advanced IT talent frequent. This allows for targeted contact of good talent rather than general job pitching.
Line managers and those in charge of good IT talent need to be regularly communicating via performance appraisals with staff on how to improve. People generally strive to do better; it’s part of their nature to take on challenges. However, folks also use common sense, and people walk when they realise they are just another seat-warmer in the office.
A fourth of the 30 major IT employment categories will suffer a major talent deficit by 2016. Western companies like Intel, for example, have already realised a need to relocate where the IT talent exists in India and China. Instead of relying on new recruits being found, companies that can’t move need to proactively retain IT talent that they have and keep them in-house.
To speed up the recruitment process, companies need to automate their paper personnel systems. Many companies still use antiquated, paper-driven personnel systems for managing recruitment transactions. Once connected to databases and the Internet via e-recruitment systems like those designed by US-based Halogen software, a job posting can be put on a website with viable candidates submitting resumes within 24 hours.
The entire selection process can be truncated to one week if not sooner. This is far better than the plodding approach most businesses use with paper-driven systems lasting up to four weeks. No wonder IT talent disappears.