The Accidental CIO

8How We Source and Manage Talent

What if we train them and they leave? What if we don't and they stay?

—Unknown

Without continual growth and progress, such words as improvement, achievement, and success have no meaning.

—Benjamin Franklin.

We are only leading when we are centered on making others better.

—Frances Frei

The global increase in demand for IT professionals has been exacerbated with what is termed by Anthony Klotz, a professor of management at Mays Business School at Texas A&M University, as the Great Resignation. Klotz predicted that the COVID-19 pandemic would lead to a mass exodus, as people considered their growth and careers, work conditions and benefits. This prediction was found to be correct. Due to a combination of uncompetitive wages, lack of career progression, appreciation, and flexible or hybrid working, all industries have seen a high movement of workers. Those that are not resigning are quietly quitting—a term used by Peter Drucker for employees that are disengaged with their workplace but continue to stay. This has been a wakeup call for many IT leaders, and the catalyst to reevaluate their employee value proposition to improve both talent recruitment and retention, which is critical to enable IT capabilities.

In this chapter we will look at the options for managing the talent needed to enable the IT capabilities required for business success. Depending on the nature of the capabilities, you may choose to supply it with in-house employees, partner ...