Education Spotlight
How to tackle tech talent troubles
Laurent Briant, Director of Government Programs, at ServiceNow looks at addressing the skills shortage and how to nurture existing employee retention.
T
he UK has suffered from a talent gap for some time, as a range of socioeconomic pressures coupled
with the ongoing pandemic have led to fluctuations in the job market. Te pressure on businesses has come to a head. A UK government report estimated that businesses need between 215,000 and 234,000 employees with ‘hard’ data skills, 19,000 of which only require basic IT skills. For businesses striving to find and retain
top talent, understanding the reasons behind these vacancies is key to filling them. Employees aren’t simply leaving jobs without reason; they are looking for roles that provide a sense of purpose to their work. Because of this, businesses must address a double-edged problem: taking on top tech talent while providing roles which are genuinely fulfilling for those already in the workforce, and those joining it now or in the near future. To address this, there are a number of steps that businesses can
take to attract the right talent. By looking at a mixed resourcing model, adding a fulfilling component to a role, and looking beyond tech companies, businesses can expect to not only find top talent, but keep professionals for years to come.
34 | February 2022
Creating a blended resource model Businesses have long known that hiring talent is one of their biggest outgoings. Yet the short supply of professionals across the globe is driving up the costs of employment. Over the past few decades, offshoring talent is one of the main ways companies have sought to reduce their personnel costs, shiſting service provision to markets like Eastern Europe or India. Te problem with this approach is
that price savings in these markets are shrinking, partly because they themselves are dealing with their own skills gap. But by constantly looking further afield for new regions to tap into, companies are effectively chasing the tech gap around
the world without doing anything to resolve it domestically. A professional based in the same market has a deeper understanding of the area than an individual working farther afield. On the other hand, organisations must be wary of the potentially
higher expenditure and time investment from homegrown talent. Not only is this expensive, but many businesses also lack the capacity and infrastructure for this kind of ‘always-hiring’ model. Rather, the answer is to bring control back to businesses and manage
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