By Ann Berberich, Chief Talent Officer
According to Bain & Co., it’s projected that the global supply of advanced analytics IT professionals will reach one million workers by 2020. The industry will continue to grow, as will firms’ capabilities and offerings to match the skills of workers.
It’s imperative to be highly focused on expansion efforts as it relates to analytic practices. Strengthening COEs through key thought leadership additions and optimizing business process, frameworks, and practice-related governance should be significant areas of concentration. Paradigm’s data offerings are especially complementary and provide associates with a phenomenal opportunity to cross-collaborate across the organization. This model ultimately supports the expansion of individual competencies and reduces hiring costs by way of utilization flexibility. It’s likely to impact both employee satisfaction and retention and leads to the decision of what type of skillsets talent should possess upon hire.
Building a practice that lasts in a fast-paced and highly evolving space can be a complicated dance from a talent perspective, one that requires a well-balanced mixture of both seasoned SMEs as well as up and coming associates. Having one without the other simply doesn’t scale to meet rising business demands, nor will it be sustainable over time. Clients hire firms like Paradigm Technology for their expertise in the industry and reputation with regards to delivery excellence. Therefore, it’s essential that teams are equipped with the right level of tenure and propensity to properly lead and manage project delivery as well as steer the DNA/culture transfers necessary to effectively hire, grow, and retain the top emerging talent. In the IT world, there will always be a consistent demand tied to new learning and development in order to keep up with technology advancements. The right mix of both seasoned and graduating talent are key factors in supporting the firm today, and also in taking it successfully into the future.
It’s no secret that data is influencing nearly every business decision made these days. Hiring or outsourcing roles to those whom can help drive business growth using information dashboards that provide insight into KPI market trends and patterns is a prerequisite to compete. Understanding product, consumer, and competitive factors allows firms like Paradigm to better manage the business by making faster and more thoughtful decisions. This same philosophy of course, if turned inward will allow leadership to assess and make rapid decisions on efficiency factors inside of the organization, whether they be operational, human resourcing, or otherwise.
Having access to a global workforce when it comes to resourcing the competencies that make these decisions and actions feasible is a necessity. The current tech shortage and talent gap is quite real when it comes to some of the unique and diverse skills that are often pertinent to key project deliverables. The unpredictable manner in which immigration policies have fluctuated over recent years will continue to require some creative thinking when it comes to how firms resource and engage talent. Effectively managing compliance matters, expanding into new locations, and looking at alternative types of visas is a must. The current landscape is compelling us all to operate differently and look at extending past traditional in-house operations and to explore multi-tiered talent strategies that tie some percentage of resourcing to a partnership ecosystem approach.