Recruitment
One of the most effective ways to combat the tech skills shortage
is to trust and support employees by growing together. Providing opportunities for on-the-job training or courses to reskill workers to gain new qualifications is a tried and tested means of empowering employees as well as providing an in-house solution to the tech skills gap. To keep top players engaged in their roles and attract high-calibre
newcomers, businesses should be sure to lay out clear progression pathways from the beginning of the recruitment process. Te onus then falls at the managerial level for this to be maintained, with the need to steer each employee’s personal development in a direction that interests and benefits both them and the organisation.
Are there any different approaches that businesses can explore to access a broader talent pool? An obvious yet surprisingly oſten overlooked approach is to look to hire for the future, not just for the here and now. If the industry is changing, then businesses should prioritise hiring candidates that offer the transferable skills needed to suit the shiſting market. Business leaders should have their long-term goals at front of mind in the hiring process, selecting candidates to fit that vision. Given the market competition, it is not always easy for businesses
to find the right permanent talent straight out of the gate. Where there is a need for talent quickly, it may be helpful to bring in contractors instead whilst the longer-term hire is in the works. By redeploying part of a project budget to hire temporary workers, businesses can beat the talent shortage, hire from a higher calibre talent pool, and reduce competition. Contractors also tend to be more efficient and flexible and,
because of the nature of what they do, they are used to working in states of flux or ambiguity – all of which are highly desirable skills in the current market.
What should companies prioritise to attract and keep top talent? Talent acquisition and retention is the lifeblood of any thriving business so firms must develop an enticing employer value proposition (EVP). EVP refers to a business’ core benefits that make up the essence of the employer brand. Put simply, it’s a promise
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between an employer and a potential candidate; an understanding of what the business and culture can offer the candidate in exchange for their talent, skills, and experience. Finding a balance between salary, opportunities to work with
the latest tech, and flexible working is critical for creating an environment in which employees want to work. As part of our Page Pulse research into UK working habits, we found that the second most common reason for candidates wanting to stay at a company long-term was a good flexible working policy.
Can you highlight any specific technologies or skill sets that are particularly crucial for businesses to invest in? Interestingly, data released earlier this year suggested UK businesses are moving away from university degree requirements for new staff and giving priority to candidates with specialised skills. In the tech space, particularly in demand will be those with cybersecurity skills to cater to the recent spate of ransomware attacks. In addition, it is important to not overlook soſt skills when
investing in candidates. Businesses have learned in recent years the importance of soſt skills, and how crucial it is to invest in a workforce that possesses more than just technical ability. Attributes such as a willingness to learn and flexibility are all key skills that are desired by businesses, who understand how personal qualities can impact a company’s success.
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