IT Talent Wars Strategic Insights
- Details
- Written by Jeff Ishii
I recently had the pleasure of attending a roundtable with 13 senior IT executives to talk about “Winning the IT Talent Wars”. The event was produced by The IT Media Group and was sponsored by Salesforce. The discussion focussed on attracting and retaining top talent in today’s challenging environment. The conversations yielded surprising insights that both businesses and IT vendors would do well to heed in the war for talent. In this article, I will summarize the critical factors that define top talent and the calls to action to hire that talent and keep it.
Hiring Talent
All in attendance agreed that soft skills are more desirable than technology skills. The fundamentals of technology are considered the table-stakes, but soft skills increase the pot significantly. Unfortunately, the needed soft-skills are correspondingly more difficult to find. Businesses need IT professionals who can:
- Empathize with issues of the end-user
- Convince the business to do the right thing
- Drive transformation by taking a project from proposal through to completion
To make matters more complicated, the available talent spans four generations that have vastly different motivations and loyalties to your company. When recruiting new talent, IT executives need to be aware of what makes each generation tick. What may work for Baby Boomers and Gen X may not attract Gen Y and the Millennials. This will require a measured approach to acquiring talent for your company. Move the pendulum too far towards Millennials and you risk alienating the majority of your workforce, move it too far away and you risk missing out on the next generation of IT professionals as your Boomers retire.
Another common theme focussed on company culture. Attendees agreed that the development of a consistent company culture that appeals to multiple generations is better than a company strategy. It is already difficult to attract talent due to the long hours and relatively low IT employee satisfaction scores. A culture that fosters teamwork, collegiality, and philanthropy is one that will attract talented individuals to your company.
Participants were asked whether there were any hot technology skills in addition to the soft skills. It didn’t take long before the group bemoaned the complexity of having to manage salary pay-bands for skills that were “hot” and those that were “not”. Managers need the flexibility to go outside of approved pay limits to acquire scarce talent and they also have to ensure that they can ratchet that compensation back when the skills become more commoditized. It is a difficult balancing act and there was general consensus that companies could simply outsource high-demand skills to IT vendors to avoid the head-aches.
Keeping Talent
Now that you have acquired the talent, how do you keep it? Attendees agreed that great organizations develop talent and encourage loyalty. It is possible to build new business and technical skills if you have the right people. It is important to develop the talent that you already have by identifying it, nurturing it, and investing in it.
Participants indicated that investment in training and allowing their employees to explore other opportunities within the company actually improved retention. While the employee’s market value increased, their loyalty to the company also increased, which kept them engaged and productive. By exposing your top talent to different technologies and business processes, they are able to develop their overall acumen that will provide significant dividends for your company.
Senior managers need to invest their time in coaching, mentoring, and career development. This is especially important as the company transitions to the next wave of Millennials who are looking for challenges and opportunities to make a difference. IT executives need to somehow find the time to make themselves available to foster the culture that attracted the top talent to their company in the first place. The relationships and networks that are developed will last a lifetime and will be leveraged time and again through the entire career lifecycle.
Calls to Action
Attracting and retaining talent is no easy feat for the busy IT executive. Heavy lifting is required to transform your organization into an efficient talent factory, but the dividends will be well worth the effort. Due to the vast amounts of changes occurring in the IT world, companies cannot afford to sit on the sidelines while their competitors take advantage of the available talent. I offer the following action plan to be considered as part of your corporate strategy to win the IT talent wars.
1. Augment your hiring process to identify and validate the soft-skills your organization needs. Once those skills are determined, then add due diligence to confirm that the fundamental technology and business skills are also present. I recommend a combination of behavioral and case based interviewing techniques. This approach requires some investment in training and development, as well as an investment in time, but the reward will be significant
2. For entry level talent, let the top universities do the hard work of finding and producing your next wave of employees. By using this approach, new grads will come prepared with the learning skills and habits that got them through university and now all you have to do is hire them. A formalized co-op program and commitment to on-campus recruiting will allow your company to compete for the same talent pool that the world’s top innovators have already tapped into.
3. Implement a talent management program that identifies high-potential employees and guides them through opportunities to learn and grow within your organization. This can be accomplished by formalized employee ranking, training, and mentorship programs. This will also require a change in mindset for some managers so that the development of future leaders of your company becomes a priority.
4. Make use of your 360-degree feedback mechanisms to understand how your employees are feeling. Ensure that action plans are created and managed that increase employee engagement and address your employees’ concerns. In addition, use the responses you receive as learning opportunities for your managers to improve their people management and leadership skills. You can also incorporate employee feedback as promotion criteria for the next generation of leaders.
5. For hard to find skills and solutions, be prepared to use IT vendors or outsourcers. Ensure that your team has the experience and acumen to leverage the IT vendor effectively, otherwise you’ll run the risk of spending vast amounts of money for little in return.
I hope that this article has provided enough ammunition for you to win your next few battles for top talent. It has been my experience that when used effectively, these approaches lay the groundwork for high performing teams that produce sustainable long-lasting results.
Jeff Ishii is a senior technology executive with a wealth of experience in management consulting, services delivery and operations at Fortune 500 companies.
Past Attendees
ADP - VP Architecture & Infrastructure
AESO - VP, Information Technology
Agnico Eagle Mines - VP, IT
Agrium - Global Mgr., IT Security
Agrium - Senior Director IT Shared Services
Aimia - SVP & Global CIO
Ainsworth Engineered - Director IT
Air Canada Vacations - Director IT
Alberta Energy Regulator - Director, Office of the CIO
Anthem Properties - VP IS
AON Risk Solutions Canada - Head of IT
Avison Young - VP Global Enterprise Architecture & Integration
Aviva Canada - VP, Architecture & Strategy
Bank of America Merrill Lynch - CTO
BC Ferry Services - VP & CIO
Bell Business Markets - Director, Strategy & Planning
Bell Canada - National Director, Digital Transformation
Bellatrix Exploration - Director, Information Technology
Bentall Kennedy - VP IT
BFL CANADA - CIO
BFL CANADA - Director, Cybersecurity & IT Risk Management
Black Press - CTO
BlackBerry - VP Corporate IT
BMO Financial Group - Director, Technology & Operations Transformation
BMO Financial Group - Head of Services Delivery
Bombardier Aerospace - CISO
Bonavista Petroleum - Head of IT
Borden Ladner Gervais LLP - Global CIO
Bow Valley College - Director, IT Services
Bridgewater Bank - Head of IT
BuildDirect - VP IT
Bulk Barn - Head, IT
Burnco - CIO
Caisse de Depot et Placement du Quebec - VP, IT Planning, Architecture, Governance, Operations
Calfrac Well Services - Head of IT
Canada Goose - CTO
Canada Live - VP of Technology
Canada Mortgage and Housing - VP, Information & Technology
Canada Protection Plan - Head of IT
Canadian Depository for Securities - CIO
Canadian Direct Insurance - CTO
Canadian Payments Association - VP & CIO
Canucks Sports - Head of IT
Capgemini - Service Delivery Director
CAPREIT - CIO
Cardel Homes - VP MIS
Cargojet - CIO
CBI Health Group - CIO
CCS Corp. - VP IT
CDSPI - Board Director
Centerra Gold - Director IT & Comm
CI Global Asset Management - VP of Enterprise Infrastructure $amp; Operations
CIBC - Senior Director, Infrastructure Planning & Engineering
CIBC - SVP & CIO, Retail and Business Banking Technology
CIBC Mellon - AVP, Enterprise Architecture
CIBC Mellon - SVP & CIO
Cineplex Entertainment - CTO
City of Brampton - Senior Manager, IT Architecture & Planning
City of Richmond Hill - CIO
City of Toronto - Director of Strategic Planning & Architecture
CN Rail Service - Chief Information Security Officer
Coast Capital Savings - VP Technology
Colliers - Head of Technology & Data
Concordia University - AVP & CIO
Crescent Point Energy - Head of IT
Dairy Farmers of Ontario - Head of IT and Administration
Dale Parizeau Morris Mackenzie - VP, IT
Davies Ward Phillips & Vineberg LLP - Director, Information Technology
DealerTrack Canada - Director, Technology
Defence Construction Canada - Corporate Manager, IT
Deloitte - Director, Risk Advisory
Dentons - Canada CIO
Devon Energy - Director, Integrated Business Services
Direct Cash - VP IT & Security
Dynamic Tire Corp - CIO
D+H Partnership - VP, Head of Canadian Mortgage Technology
eHealth - EVP, Technology
eHealth Ontario - VP, IT Systems & Services
Encana - Director, InfoSec
Enbridge Inc. - VP, Technology and Information Services
Enerflex - CIO
Enerplus - VP. IS
ENMAX - VP, IT & PMO
Equitable Bank - CIO
Equitable Bank - CISO
Equity Financial Trust - VP, IT
Essential Energy Services - Director, IT
Expedia Cruise Ship Centers - VP IS
FGL Sports - VP, Information Technology
Finastra - SVP, Head Technology Managed Services
Fix Auto Canada - COO & SVP
Flightnetwork.com - CIO
Freedom Mobile - Head, Customer Applications, Experience, & Strategy
FT Services - CIO
FundServ - CIO
Genus Capital Management - CTO
Genworth Financial Inc. - VP IT
Geotab - Board Member
Golder Associates - CTO
Gran Tierra Energy - Director IT
Grant Thornton LLP - CIO
Grand River Hospital - Director, Data Governance & Analytics
Greenwin Inc - VP, Information Technology
Groupe Dynamite - Director, IT
GSK Canada - IT Director
GTAA - Acting CIO
H&R Block Canada - VP IT
Haventree Bank - VP, Technology
Hewitt Equipment Ltd. - VP & CIO
Hitachi Vantara - GVP & Global CTO
Home Trust Company - CIO
Home Trust Company - CTO
Home Trust Company - VP & CISO
Horizon North Logistics - CIO
HSB Canada - VP IT
IBM Canada - Associate Partner, Payments Industry
Indigo Books and Music - CIO
Interac Corp - Director, Platform Engineering
ivari - SVP & CIO
JP Morgan Chase Canada - Executive Director, Information Risk Management
Keyera Energy - Director, Information Technology
KFC Canada - CTO
KnowledgeOne - CIO
LaFarge Canada - Director, IT
Landmark Cinemas Canada - VP, IT
LAWPRO - CIO
LCBO - Director, Applications Systems
LCBO - SVP & CIO
Leisureworld Senior Care Corp - VP IS
Lifeguard Digital Health - Chief Security & Informatics Officer
Loblaw Companies Ltd - Senior Director, Customer Engagement Technology
London Drugs - GM IT
Loto-Quebec - Corporate Director, InfoSec
Magna International Inc - VP & Global Leader, IT (CIO)
Manulife - Global Head of Private Markets & Real Estate Technology
March Networks - VP Professional Services & CIO
MaRS Discovery District - Managing Director, Fintech and Commerce
McCain Foods Limited - Manager InfoSec
McInnis Cement - Director of Information Technology
Medical Pharmacies Group - VP, Information Technology
MEG Energy - Manager, Information Technology Solutions & Services
Metrolinx - EVP & CIO
Minto Group - VP IT
MMM Group - CIO
Montreal Police Service - CIO
Morguard Investments - CIO
Moulding & Millwork - CIO
MullenLowe Group - Global CIO
National Bank of Canada - Information Security Officer
National Capital Commission - Chief, IT infrastructure & Support Services
NHL Players' Association - Head, Security & Technology
Northbridge Financial Corp - CIO
OEC Group Canada - Vice President, Information Technology and Client solutions
ODAIA - CEO
Oildex - VP, Architecture & Infrastructure
OPTrust - AVP, Enterprise Data Services
Olympia Financial Group - CIO
OMERS - EVP, Data & Technology
OMERS - SVP IT
OMERS - SVP, Data & Advanced Analytics
Ontario Pension Board - CTO
Ontario Teachers' Pension Plan - SVP, Product & Delivery
Ontario Trillium Foundation - CIO
Osum Oil Sands Corp - Manager, IS
Ottawa Police Service - CIO
Pacific Western Transportation - CIO
Packers Plus - Global IT Director
Pason Systems - Manager, Digital Communications & Corporate IT
Patient News - CTO
Peel District School Board - CIO
Pengrowth Corp - Director IS
Penn West Exploration - Snr. Manager, IT Operations
Peterson Investment Group - Head of IT
PFB Corp. - CIO
Pizza Pizza - CIO & VP, IT
Precision Drilling - VP, IT
Precision Drilling - Director, IT Infrastructure & Security
PSP Investments - Snr. Director, Internal Audit & Business Infosec
Public Works and Government Services Canada - Director, IT Security Directorate
PwC - Managing Director, Real Estate Technology Advisory
Pythian - CTO
Qantas - Global CIO
Queen's University - Director, Information Technology
RBC Royal Bank - Head of Application Security, Data Protection & Security Consulting
RBC Royal Bank - VP, Technology Platforms & Risk Management
RBC Royal Bank - Global Cybersecurity VP
Regal Lifestyle Communities - CIO
Revera Inc. - CIO
Revera Inc. - Security Architect
Rheem Manufacturing - CISO & Enterprise Architect
Ricoh Canada - VP,IT
RioCan Property Services - VP IT
Roche - Head of IT Americas – Operations
Rogers Communications - SVP, Customer Experience IT
ROM - CIO
Russel Metals - VP,IS
Salvation Army Canada - Board Director
SCI Group - CIO
Scotiabank - Head, Systems Architecture & Platform Modernization
Scotiabank - VP - International Systems Technology
Scotiabank - Head, System Architecture & Platform Modernization
Scotiabank - Global Head, GBM Compliance & Transformation
Sears Canada - Divisional VP, Information Technology Services
Secure Energy Services - GM, IT
Shaw - Head, Customer Applications, Experience, & Strategy
Shaw Communications - VP, Technology Operations
Shaw Communications - Director, Risk Management
SMART Technologies - Director, IS Corporate Services
Smartcentres - Director IS, IT
SmartOne Solutions - President & CIO
Societe de Transport de Montreal - Division Head - Security and Compliance
Street Capital Financial - CIO
Sun Life Financial - AVP, Data & Business Intelligence Services
Sun Life Financial - VP Application Ops & Services
Sunco Communication - COO
Suncor Energy Inc. - Director, Application Portfolio Optimization, I&PM, Business Services
Symcor - CTO, VP Technology Services
Talisman Energy - SVP IT & Business Services
TD Bank - Enterprise Architect
Teknion - SVP, CIO
TELUS - Chief Security Architect
Tervita Corporation - VP, Information Technology
The Hudsons Bay Company - VP Technology
The Hudson's Bay Company - SVP & CIO
The Source - VP, Information Technology
TMX Group - CISO & Global Head of Infrastructure Services
Toromont Industries - VP & CIO
Toronto District School Board - Chief Technology Officer
Toronto Hospital for Sick Children - Director of Technology
Toronto Parking Authority - CIO
Toronto Police Services - CISO
Toronto Transit Commission (TTC) - Chief Enterprise Architect
Toronto Transit Commission (TTC) - CIO
Toyota Canada - National Manager, IS
Transamerica Life Canada - CIO
Trican Well Services Ltd. - Director, Business Information Systems
Tridel Corporation - CIO
Trillium Health Partners - IT Director, Applications & Clinical Informatics
UFA Cooperative - VP & CIO
University of Calgary - Executive Director, Development Services
University of Ottawa - CIO
University of Ottawa - Senior Director IT Services & Infrastructure
University of Toronto - Director, Centre for Management & Technology
University of Waterloo - Director, Technology Entrepreneurship
Valencia Risk - Managing Director
Vancity - VP Technology & Solutions
Viterra - Director Enterprise Technology
Wawanesa Mutual Insurance Company - Director of Innovation Outpost
World Health - Director IT
Wolseley Canada - CIO & COO
WSIB - Board Director
Yellow Pages Group - Director - Enterprise Data Management
York Region District School Board - CIO
York University - Board Director
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