Ask most TA leads and they'll cite Digital talent as a major headache.
So it's interesting to see some business are rethinking how they engage, recruit and manage these scarce resources to gain and retain them - including carving out a separate digital business where the talent is, as opposed to expecting them to gravitate to the corporate HQ.
At TMP we're seeing employers as varied as HMRC & Sainsbury's taking a fundamentally different approach to Digital talent attraction - starting with a discrete EVP and employment model. To many employers are still looking to develop a 'one size fits all' EVP which lacks the ability to dial up or down different messaging/attributes for key audiences and territories.
Finding digital talent is one of the biggest challenges facing companies today. But it’s particularly difficult for large, traditional firms, especially those which operate in consolidated, non-growth industries (think pulp and paper, steel, airlines) and which are often located away from the metropolitan areas where data scientists live. Because these firms tend to have slim margins and cannot pay Silicon Valley salaries, many have had to get creative in their recruiting and employee development. In our work with a dozen industrial firms in Germany and Scandinavia, we’ve studied how they try to increase the digital skills of their workforces — from creating accelerators to training internal talent — and we’ve observed how some of these common strategies present their own difficulties.