HomeArticlesChallenges in talent management for technical roles
Challenges in talent management for technical roles
May 24, 2019
Today, acquiring talent is becoming a challenge to most organisations. One of the reasons behind is that the attrition rate for employees seem to follow a pattern – in which tenure is only averaging 2-3 years.
In this regard, some of the organisations are shifting into consultancy model framework where projects are outsourced to consulting firms. Not only that these organisations can save significant costs, the long-term effect is quite beneficial because the burden is passed on to the consulting firms.
Let’s talk about three most pressing issues the organisations are facing today in talent management.
Mismatch of skills. Recruiters are usually the ones shortlisting candidates from the pool of applicants. These recruiters are only given directives by the hiring managers on what skills are needed. Sometimes, since recruiters may don’t have exposure or deep knowledge on the skill set being asked – especially to technical roles, they may not be able to screen the candidates well.
Retention. With the rise of technology, it is now easier to change jobs because most of the vacancies are available online. When employees are not happy anymore, the trend today is to change job every now and then after 2-3 years. This does not only provide opportunity for career growth, it also helps employees to expand and acquire new skills.
Highly demanding employees. In the past, employees stay for a job more than 5 years average but this has changed. If the organisation is not flexible enough to cater the needs of their workers, it will cost them more. Few examples are: remote work or work from home option, flexibility of working hours, holiday benefits, among others.
With all that being said, companies need to be flexible enough in order to retain and acquire best talents. Otherwise, they will keep on recruiting every now and then for the same role. And in reality, it will take at least few months before the employee becomes productive and at least a year before the ROI is realised.
A software developer currently living in Prague, he previously worked in software consulting firms for more than 5 years implementing medium to complex projects to North America, Europe and Asia Pacific clients.
He spent more than 3 years in Human Capital Management (HCM) domain working with known HR software vendors in the market and so most of his writings are geared toward this area.