New report on talent gap by Capgemini and LinkedIn
New report on talent gap by Capgemini and LinkedIn reveal (again) the on-going Talent challenges, but also bring in mind the wrong culture of our education “system” and the old-logics of companies.
New report on talent gap by Capgemini and LinkedIn
It’s going to be a very hot issue in the years to come. Today, IT and Tech companies are in dire search of the best IT-related prospective interns and employees. The most updated report says that at the end of 2016 the global economy enjoyed 4.600.000 new jobs created in the IT sector.
But here’s the critical issue-1: in the IoT and Big data era, soon deployed, the so-called IT/Tech skills and competence should be regarded as a key ingredient of any working executive and employee! Yes, marketing, logistics, analytics, operations, project management, smart grid experts, all should have a basic tech understanding, to say the least.
And here is the critical issue-2: currently the education “system” disregards this reality; so we still “produce” either technical-only (math and engineering) with minor innovation in their curriculums, and on the other hand, business/social studies trained in the old ways.
The two critical issues = a dead-end
According to the report, the talent gap in soft digital skills is more pronounced, than in hard digital skills. The report identified that people with experience in hard digital skills, in areas such as advanced analytics, automation, artificial intelligence, and cybersecurity, are in high demand.
However, soft digital skills, such as customer-centricity and passion for learning are most in demand by company executives and organizations, being a core characteristic of the digital economy and transformation. The greatest the gap in soft digital skills, bigger is the risk of missing on diversity, respect, ambiguity, and collaboration.
- Although 51% of employers identified an absence of hard digital skills in their organization, 59% recognized a lack of soft skills
- The 72% (“digitally talented”) employees prefer to join companies with an entrepreneurial, startup-like culture for agility and flexibility
- Digital talent is unlikely to thrive in an environment that lacks the freedom to experiment and fail. Innovation will also suffer if a culture of experimentation does not exist
- The issue is witnessed in many geographies (read Ross Dawson’s post for “The Commonwealth Bank jobs and skills of the future report“)
You can imagine how “digitally talented”‘ see today’s old-corporate
The same routine-behaviour, internal complacency, and the many (conflicting) layers that still lie in the typical old-big-giant companies, as well as in the small-medium sized companies can’t attract innovative minds and agile fighters.
I’ve seen this when we’ve introduced a Gen-Y team-initiative to activate in the internal change program of the company I was working for. The 50% of the company’s population was reluctant to engage and give them space and (real) feedback exchange.
Lack of soft skills, wrong companies’ culture. Always two sides of the coin…
Stimuli to discuss and share
Companies need to start thinking in terms of a supply chain for talent, just as they think about supply chains for products. Very few firms forecast their talent needs in advance, and as a result, few take proactive steps to find and develop the workers they need.
Most companies, in fact, treat hiring as if they were competing in the spot market—which means they probably pay a premium to fill jobs, and also have to spend time training workers.
The real issue is not talent as an independent element, but talent in relationship to will, desire, and persistence. Talent without these things vanishes and even modest talent with those characteristics grows
The must-have digital roles
Based on the analysis from LinkedIn’s data within the report, on average Data Scientist and Full Stack Developers have had the highest demand over the past year. Below shows a list of the top 10 digital roles that are set to gain the most prominence in the next two to three years, in order of position:
- Information Security/Privacy Consultant
- Chief Digital Officer/Chief Digital Information Officer
- Data Architect
- Digital Project Manager
- Data Engineer
- Chief Customer Officer
- Personal Web Manager
- Chief Internet of Things Officer
- Data Scientist
- Chief Analytics Officer/Chief Data Officer
For my take, the above roles, only by hearing the titles, makes you wonder what on earth the existing companies (of any size) do for workforce planning, internal growth, and development through company training programmes.
An owner of 40 employees might say “we can’t afford to“, but again Change asks that we think anew. Think smart. If you can’t employ such special/innovative roles, then possibly you need to cooperate/outsource a young, small (startup) partner who will provide the function and the task.
Download the report
A full copy of the report can be downloaded here.
The greater challenge of all
Mark Cuban thinks that liberal arts graduates will be the next in-demand employees. He has a point. As long as the tech-IT professions will be automated, to any extent, businesses will turn into soft leadership skills, creativity, and conceptual abilities. Economies will turn (after their digital automation) to service, creativity and information management if you catch my path of logic…
The talent gap has been called the 2025-2030 “perfect storm.” Every report cites doomsday statistics of the impending crisis when, by 2025, 60 million baby boomers will exit the workforce, leaving millennials to take their place.
In such times, I really and honestly wonder, is there some responsible leadership on this planet? You tell me…