By Umme Sutarwala - January 24, 2022 4 Mins Read
January is a time for job reflection, and with so many options, IT professionals have updated their thinking about what it means to have a great career. With the “Great Resignation” in full swing, it’s time to take a look at how well the talent recruitment and retention initiatives are going.
Employees completely grasp that the work model has forever changed after working in a remote environment for more than two years. For key talent, the options for where they want to live physically, who they want to work for, and how they locate their dream job are now limitless. This revolution is being led by the technology industry, which is embracing change across the board.
In the next year, here are three techniques that can help organizations attract and retain scarce talent.
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This macro-level shift in the talent market is a recruiting asset as well as an opportunity to cement positive workplace culture changes for CIOs. The ability to recruit the best talent without regard to geography has had a significant impact on the ability to grow core talent, capabilities, and diversity. Leaders need to also strengthen the organization’s ability to retain both existing and newly recruited talent. This is particularly significant in the COVID-19 environment, where many new employees begin a new career in a remote location, frequently without the benefit of in-person introductions to their department or group function.
Rather than only recognizing talent and expertise, as in the past, leaders must connect with both the hearts and brains of the people in their businesses. The corporate culture should allow everyone to see how they contribute directly to the company mission, which they believe in, and enable executives to link people’s job with their passions and curiosity. This is especially important in the COVID-19 environment, where many new employees are starting a new role in a remote setting, often without the benefits of in-person introductions to their department or group function.
Most firms rose to the occasion in the face of the pandemic, and IT had to adapt as well. What’s changed for the better is that companies are now casting a wider net when it comes to hiring. They have the option to hire the best talent from all around the country, not just local talent. Businesses can provide more remote work freedom as well as numerous ways to interact and engage. Interviews and onboarding are conducted remotely, and they give a positive experience for prospective new employees during this time.
CIOs are being forced to reconsider their IT talent strategy as a result of the “great resignation.” While it can’t all be about compensation-related strategies, it must be a balance of how they can provide more to an employee while remaining competitive in the market.
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As part of the interview process, companies have increased their emphasis on candidates’ prior experience. First impressions matter and companies understand that candidates are assessing them while learning about them.
Companies have attempted to streamline their interview processes while also ensuring that they reflect the best practices of a strong technology team. Candidates may perceive inefficient or sluggish processes as bureaucratic, therefore they prioritize speed and efficiency. Businesses ensure that their interview processes provide candidates a sense of the type of technical talent they have on board, as well as the types of problems and technologies they’d get to work on because job searchers want to know they will be working with a good technology team. IT executives should spend as much time selling their company as candidates do selling their skills.
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Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
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