How can you manage talent in the age of IT innovation?

Richard Branson said it best, “Train people well enough so they can leave, treat them well enough, so they don't want to.” Believe in your people, empower them, provide them developmental and training opportunities, and then treat them well -

To build a high-performing IT team, focus on five key areas: First, attract candidates by clearly communicating your company's values. Second, prioritize attitude over skills during the selection process, as attitude drives team dynamics and growth. Third, provide clear direction to align team efforts with company goals. Fourth, empower team members to manage solutions autonomously, fostering responsibility and innovation. Lastly, celebrate successes and treat mistakes as learning opportunities, not failures. This approach - in my view - ensures a resilient, innovative team aligned with your company's culture.

- provide learning and development platform to employees to learn new skills and technologies and be up-to date with the emerging technologies - learning platforms used are LinkedIn Learning, Udemy etc - we provide learning materials via internal platforms also like SharePoint - encourage employees to take certifications - encourage employees by funding the training

Continuous motivation, adoption of latest tools, focus on enhancing T-skills and cross-functional collaboration helps teams to stand-out in the pace of IT innovation.

In todays dynamic IT landscape, continuous skill development is crucial. Encouraging individuals and teams to acquire new skills, along with providing relevant support and resource/tools, contributes toward creating a positive work culture. These efforts collectively create an environment where individuals feel valued and motivated to contribute towards organizational goals and objectives.

Training may be the most obvious, but most overlooked strategy for greater productivity. Training can be expensive, in terms of both time and money. Every hour employees are training they are not directly, immediately productive. But if you think of training as an investment, rather than an expense, you can reap substantial rewards. A properly trained employee gets work done faster, is more productive, and makes fewer errors. But training also inspires employee confidence. Well-trained, confident employees are more likely to suggest improvements and work beyond their job description.

Una excelente estrategia es capitalizar los talentos internos de la empresa. En anda CONMiGO, los profesionales con una sólida trayectoria laboral desempe?an el papel de mentores para aquellos que están dando sus primeros pasos en el mundo laboral. Esta dinámica fomenta el intercambio de conocimientos y el desarrollo de habilidades, generando un ambiente de aprendizaje continuo.

I've found that fostering a culture of continuous learning goes beyond mandatory training programs. It involves creating an environment where team members feel empowered to explore their own learning interests and pursue personal development goals. After all, innovation often stems from individual curiosity and passion.

As technology is rapidly evolving, it’s always better to train your own team and make them ready for new technologies rather than looking for talent from market. Doing so helps in multiple ways, 1) It gives motivation to existing team members as they see their growth, 2) You are always ready to manage new opportunities & 3) You are less dependent on outside talent which may or may not be ready to deliver on day one though might have required skills. Culture of sharing experiences, knowledge via monthly, fortnightly sessions is another way to learn and encourage collaboration within team and also avoiding Hero culture.

La capacitación no debería ser exclusiva de las organizaciones. Las personas deberían capacitarse también por sí mismas en su desarrollo personal y técnico. Porque ya no se trabaja solo en una empresa toda la vida y cada vez hay más trabajadores que trabajan para varias organizaciones a la vez. No existe la exclusividad, y muchas veces tenemos que atraer talento desde otras organizaciones para conseguir experiencias que no se pueden tener en nuestra organización.

Here's the thing: the business doesn't want to know tech, so they usually won't innovate with it. The techs don't usually know the business, so they don't know what the actual users need. Put tech specialists with the business so they get to know the work being done by that unit. You'll see a whole lot more engagement and innovation.

To promote collaboration, cross functional teams will work as long as people are comfortable enough to contribute. In addition, employees need to know who to talk to and when. This is solved by knowledge graphs and databases that hold education, experience, certifications, and past projects of employees. Challenges such as hack-a-thons work well for innovation.

In today's day and age, collaboration has become easier and boundary-less. Teams sitting across different cities and countries can virtually collaborate thru mediums like Microsoft Sharepoint, Confluence, etc. for passive knowledge sharing and tools like Microsoft Teams, Slack, etc. for instant conversations and push communications. Going beyond technology, companies can organize events like hackathons, panel discussions, interactive townhalls and forums to promote idea sharing and innovation. Organizations can also motivate people into the right direction, by recognizing and rewarding the innovators and flag bearers of collaboration. More than anything, this a culture that needs to be emphasised on by the leadership

Para que isso ocorra e traga resultados, é necessário criar espa?o e investir tempo. Infelizmente muitas empresas n?o tem essa cultura, nem d?o abertura suficiente para que as equipes possam parar e refletir sobre oportunidades de melhoria e inova??o. Elas est?o afogadas em problemas do dia a dia, urgências e incêndios! O próprio significado de inova??o precisa ser rediscutido e melhor comunicado. Inovar n?o tem haver apenas com tecnologia. Podemos inovar no processo, na forma de trabalhar, reduzir desperdícios, aumentar a qualidade do trabalho, adotando práticas inovadoras. Trabalho remoto, por exemplo, é uma inova??o que muitas empresas ainda n?o conseguem por em prática. Fica a reflex?o!

Emphasizing the importance of collaboration in talent management is crucial in the context of IT innovation. Human beings, as social animals, naturally thrive in collaborative environments. Leveraging the acronym TEAM (Together Everyone Achieves More) highlights the collective strength and effectiveness of a united group. By fostering a collaborative culture within the team, where individuals can pool their skills, knowledge, and creativity, organizations can harness the collective intelligence of their workforce to navigate the challenges and opportunities presented by the innovation landscape. This approach not only enhances problem-solving capabilities but also cultivates a sense of shared responsibility and accomplishment.

Attract, retain and PROMOTE top talent. By top talent I don't mean the "best person of the task", I mean the top talent that will augment and create incremental capability throughout the managed layers. The goal is to have a HIGHLY diversified capability set, of both hard and soft skills, at all levels within the organization. Diversified in geography, diversified, in background, diversified in opinion.

At our company, PEOPLE are our greatest asset so our ability to attract, hire, and retain these people is our super power. We make it our mission to collect the best IT talent in our area like Pokemon cards. I do this with community events like starting the first DEF CON chapter in our area. We get A players to the table and start the conversation on why 10x talent likes working with us. We also stay active on social and build in public to show that it's not just fluff.

Las personas se atraen por sus vibraciones. Y las organizaciones no son mas que gurpos de personas. Céntrate en ser tú como organización tal como eres de manera transparente y atraerás el talento que te mereces. Sé excelente y atraerás excelencia. Paga muy bien y atraerás personas interesadas en el dinero. Genera riqueza y atraerás personas que quieran generar riqueza. Piensa a lo grande y atraerás a personas que piensen a lo grande.

Es fundamental que las empresas definan claramente su propósito para que los empleados comprendan la dirección que se pretende seguir y se identifiquen con un objetivo común. Sin embargo, es igualmente crucial contar con líderes excepcionales, ya que está comprobado que, en la mayoría de los casos, los empleados renuncian debido a una gestión deficiente o a un trato desfavorable por parte de sus superiores directos.

N?o gosto do uso da palavra “reter” talentos. Uso a palavra “manter”. Reter é fácil, basta pagar um salário bem acima da média que a pessoa terá dificuldade em “sair” da firma. Agora, manter, é um outro desafio. Além de um salário compatível, a maioria das pessoas deseja reconhecimento, aprendizado, crescimento, respeito, abertura, inclus?o, dignidade. é preciso fazer uma conta aí. Vale mais a pena pagar um salário maior e “reter” ou investir nas iniciativas para manter e atrair talentos? Além disso, qual deles será que oferece um ambiente mais saudável para as pessoas? Fica a reflex?o!

IT Talent management needs a 24X7 active partnership between CIO, HR and Business. This area must get equal mind space as delivery, innovation, stability and cyber. I encourage CIOs to focus on following 1) Re-visit IT organisation design at least once in 6 months if not more. 2) Create technical role models; this is time tested and critical for retaining and attracting young talent 3) Recognition of technical expertise as a critical tool to drive IT agenda 4) Make a case for making a sandbox available for larger team and not limited to "innovation" team. 5) Not only encourage your talent to participate in external hacks but plan and lead them to these events

Talent management is not a function, it is a continous value chain. There should be honest intent and creation of an entire pipeline that hires right, ensure development, reward well and give a reason for people to stay. Also, remember that people who are leaving are not leaving forever. Ensure a good exit process so that talents can come back with better perspectives.

I’ve always found involvement is a fey factor for keeping good people around, they want to be part of the team, they want to feel like their opinions and expertise matter. Keep them engaged, get them involved in as much as possible, it benefits you and the company as you have a more capable workforce and it benefits them because they don’t get bored and they feel valued.

My messaging goes to business as it all starts from the top and flows down. Of course, not taking away the work CIOs have to do to attract, motivate, and retain talents. To ensure the IT innovation journey is successful: 1. Businesses should recognize the IT team's contribution. Offer CIOs a seat at the strategy table. 2. Don't treat IT as a cost center. A classic example of this is, when shadow IT takes begins to grow. 3. Empower CIOs to make decisions. Brainstorm with CIOs on ideas and outcomes rather than why spend. 4. For CIOs, create COEs and recognize, and reward them for their technical contributions in addition to other demonstrable behaviors. 4. to innovate and give IT the space to think and act. Poor, they become order executors.

Also need to consider ENGAGEMENT at all levels. Individual contributors in some way are MORE valuable that the management hierarchy and will have both in depth knowledge of trending technologies, and have a much better idea on how they can be applied as innovations to the organization. CIO's need individual engagement with top technologists.