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Global IT Talent Crunch – Together, India Can Resolve It
Global IT Talent Crunch – Together, India Can Resolve It

June 7, 2022

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Locating and hiring a most needed quality tech talent – within minimal time and that too within the given budget is getting more tougher with fast changing technology becoming short to long term goal driven – almost a tech talent battleground.  IT companies competing against one another for winning a larger share of tech talent. Many companies are struggling to compete for top talent because the largest technology companies and tech start-ups are sucking up top-flight candidates at unprecedented rates. IT Companies are expressing and suggesting that issues of quality tech talent is an area of growing concern.

Global IT Industry has never been willing to accept quality tech talent shortage as a permanent reality. Even though the global tech talent market is tight, we need not assume that an enduring talent shortage is a final decree. A complex modern economy requires organized, sophisticated and expertly managed supply chains. It’s time to start building a good one for tech talent. Information Technology is more about the talent than the technology itself. To return to a measurable balance of jobs and people, we’re going to need to move beyond the ad hoc strategy that most companies have been employing to source their talent. Managing the flow of skilled workers into the market is a multistep process that requires careful orchestration.

1. Wider Talent Pool

The tech talent search winners recognize that the key to overcoming the talent crunch is to broaden their funnel of candidates by seeking those with a broader set of most needed skill set and desired capabilities — not only technical skills — from a much wider and more diverse pool. The art of effectively searching the diverse tech talent pool depends on developing an organized processes to attenuate conscious or unconscious bias and assumptions across the tech talent acquisition. To win their desired candidates, leading IT companies do not just implement measures that job seekers now consider paramount stakes, such as a strong company mission and purpose, competitive pay and benefits packages, and a track record of investing in training and career path opportunities. These firms also create differentiators that help them beat out competitors for the most sought-after talent. This means recruiting from a wider set of feeder jobs and a wider set of geographies. Some candidates with unconventional backgrounds may not have all the skills needed for a job. Employers will also need to reevaluate, reassess job requirements to determine which are truly necessary and which are nice to have.

2. Growing Talent Within

Many tech companies have their own tech training ecosystems in order to ensure a sufficient and quality supply of job ready talents not only for present requirements, but also for future market. If IT companies want to make sure that they have the tech talent they need not only for the present but also the future changes, they’re going to have to get better at sourcing and growing their own talent and actively developing their employees’ tech talent well in advance. They are doing so to meet not only their own needs but also the needs of their customers and community – with an approach to share the helping hand. Companies need to invest in their tech workforce in the same way that they invest in research development and product development, by recognizing that near-term controlled investments yield earn long-term returns. Tech talent can’t be trained overnight, so companies should invest in preparing them as soon as it becomes apparent that important technical skills are emerging. It will always be wiser to have too much in demand quality tech talent, too early, than to being reduced to playing the spot market. Building from within also means showing tech talent how they can and are being taken care of to move up within the company.

3. Talent Supply Chain

In the case of talent, these are often technical-training academies and tech recruiting companies. Companies need to share detailed job descriptions with recruiting partners, meet regularly with them, provide them with access to relevant experts and technology, discuss and assess their emerging requirements, evaluate their reciprocal performance, and offer value added data-driven feedback. Tech start-ups have been increasing the size of their software engineering and developer staffs by nearly 60% each year. For example, more companies are recognizing that they can find excellent software engineering candidates by scouting recruits with coding boot camp certificates and highly rated coding work samples on GitHub, regardless of whether the candidate has a number of working experience and computer science degree from a prestigious university. That approach opens up more opportunities for underrepresented candidates and widens the company’s talent funnel.

 4. Recruiting Inclusively

Recruiting a manifold and inclusive workforce creatively is the right thing to do, and its positive effects on business performance are well-documented. A strong diversity, equity, and inclusion strategy can help companies attract talent because it has become an important factor in recruits’ decision making. But IT companies really have no choice if they want to overcome the tech talent crunch; ignoring a huge batch of the talent pool is not an option. The good news is that opening the recruiting crevice beyond typical sources of recruits helps here, too. Objectively interviewing and testing for most needed capabilities and skills rather than relying on past experience and credentials has shown to improve diversity as well. Earning a reputation for excellence across all these areas won’t happen overnight. But the payoff is a high-caliber, diverse workforce hungry to help the company succeed in the new tech-enabled economy.


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Tapan Shah
Founder, DnT Infotech

Tapan is founder of the DnT InfoTech – A NASSCOM registered software development and digital transformation enabled IT services company. He is self-driven, motivated & an advocate of, building a quality team, maintaining professional relationship with potential clients and partners. At DnT, Tapan formulated the company’s vision, goals, and objectives in the preview of business growth - ensuring the balance of the people, process, technology, and operations. Service-focused and versatile with strong expertise in management, customer relations, building offshore development center, digital transformation, enterprise product development, quality engineering, testing transformation programs across various regions. In past, he privileged to work with many prestigious international clients like – Toast Master, Morgan Stanley, Coca Cola and MetLife. He also carries strong domain experience in Retail (Brick-motor, Digital Commerce, Wallets, Payment gateway etc.), Banking and Insurance

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