How companies can attract and retain technology talent. And it is that, not all IT professionals are right for your company.
The first rule to follow is to avoid formal business language both in the job description and in the course of the job. Recently, IT professions have proven their exceptional value to various business areas. The work done by IT departments during the pandemic has allowed companies to quickly move to remote work. However, the transition of the economy to e-commerce in the last two years has been faster than the rise of new people and professions for innovative industries. This was a consequence of the general shortage of IT staff in the world both in the past and this year. The imbalance between supply and demand is reinforced by recruitment agencies, which literally overheat the recruitment market with high offers for IT job seekers. Job seekers quickly get used to high salaries, and the perception of the future employer and the offer is greatly distorted. In this situation, it becomes more important to retain staff in the company with the help of corporate culture. Today we will talk about what methods can be applied to retain staff in the company and how we solve the problem of hiring employees in specialties that did not exist before.
Not all IT professionals are right for your business
For example, if a company was looking for a specialist for the position of Customer Success Manager for a startup in 2018. The CSM position can be attributed to a related IT profession: it requires an understanding of both the construction business and cloud technologies. Of course, there were no trained specialists on the market. In fact, you had to train CSM from scratch. All modern digital b2b businesses are now experiencing a similar problem: there are many professions on the market where knowledge of programming languages is no longer enough for effective work, a deep understanding of the industry of business tasks is needed in particular.
How companies can attract and retain tech talent
In the context of the dynamic development of digital technologies, soft skills come first: to what extent is the applicant ready to quickly dive into product knowledge, whether he can rebuild his algorithmic thinking into a functional skill, in a word, how turn analytical data into an automated solution to customer problems. The only strategy that can be implemented here is not to be afraid to hire smart, ambitious people with no relevant experience in your industry, but with real product development proficiency. Avoid beginners in this case, those who have just completed short training courses in the IT profession. Theoretical knowledge does not provide applicants with the necessary skills. The knowledge transfer process can be based on the principles of IT mentoring. This applies to product analysts and specialists as well as developers. In short, you don’t have to wait for a new hire to have exactly the experience you listed in the job description. The retraining process is now unavoidable. The industry is constantly changing. What was relevant three or five years ago is no longer in demand.