Monday, November 7, 2016

The CIO’s Digital Agenda: Close the Talent Gaps in IT Digital Transformation Nov. 2016

The talent gap is the reality, not a fiction, this is particularly true for IT talent management.

With the increasing speed of changes, many organizations are inundated with tactical tasks and daily operational duties, they don’t spend enough time on scrutinizing the long term strategy and identify disastrous gaps or blind spots in order to make a smooth business transformation. Indeed, there are both huge gaps and fatal blind spots in strategy formulation and execution. So how to bridge them in order to accelerate IT digital transformation.

    Close the Talent Gaps in IT Digital Transformation

  • IT Skills Gap? According to industry surveys, IT skills gap is a significant challenge facing IT leaders today, what are exactly the skills gaps and what are the resulting symptoms? For example, business have job openings, but cannot find people with the right skill set; or the talent people they current have do not have the right competencies to adapt to the changes; or their business partners do not understand IT. Sometimes, the gaps people usually pick are not root causes, they are symptoms of specific best practices not being used. So what are the organizational best practices/ways that have been deployed to close the gap?

  • How to Close the Gaps in IT Talent Management People are always the most invaluable asset to any organization, and having the right person in the right position at the right time is always one of the biggest challenges facing any business. This is particularly true for IT, due to the changing nature of technology and abundance of information. Some fresh mindsets, new skills, or integral digital capabilities are needed every day because we live in a time of rapidly changing dynamic of the digital era. However, people are often the weakest link in strategy execution as well, so how to identify and close the gaps in IT talent management more specifically?
  • Is IT skills Gap Fact or Fiction? There’s always a debate regarding IT talent supply and demand, does IT skills gap really exist? Or is it due to any management issues such as misunderstanding or miscommunication upon talent value chain? What is the root cause and how to solve the problem?

  • Digital Talent Gap Minding in Running a Digital Fit IT? Human capital is always the most valuable asset in any business, especially now the rate of change is accelerated, and knowledge life cycle is significantly shortened. The talent gap is the reality, not a fiction, this is particularly true for IT talent management due to the exponential growth of information and change nature of technology. More specifically, which approach should IT take to fill the mindset/capability/skill gaps and also innovate talent management to capture the emergent digital trends, ride above the learning curve, and build an alternative digital talent pipeline?

  • How to Fill Skills Gaps via Proper Training? We live in a time of rapidly changing technology and business dynamic, the growth minds, the new skills, or digital capabilities are needed every day. From talent management perspective, more specifically, how do you identify skill gap issues (some are real, some are “artificial,”) and how to fill competency gaps via proper training?

  • How to Mind Gaps and Measure Human Capital Effectively? People are always the most invaluable asset to the organization but often turn to be the weakest link in strategy execution. Unlike the other tangible value of business assets which are more easily measured in a quantitative way. The true value of people, especially today’s high professional knowledge workforces include many tangible and intangible factors because people are not just the cost or the resource to be managed, but the capital to be invested in and their potential if unleashed can bring the quantum leap in the business growth. So what are the premium approach and methodology to measure human asset and capital? What KPIs would you recommend to determine the value an employee adds to their department and ultimately to their organization, and how would you implement it?

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