随着大批专业的IT人由于其他公司给到更高的薪水或拥有更好的发展机会，几乎所有的首席信息官都受到了部门人员流失的冲击。事实上，如今的数字化巨头正在招聘数以万计的员工，给出更好的条件，这只会加剧IT领导者的部门人才的短缺。
留住员工仍然是重中之重。但在需求已经很高的市场中，面对这些巨大的变化，首席信息官们正在加倍努力，对员工和新员工进行Reskilling、技能提升和交叉培训。
【Reskilling 再培训，重新获得新技能。即Reskilling是学习或培训某人新技能的过程，这些技能将帮助他们完成其他工作。为了缩小技能差距，企业需要开始考虑如何在未来重新培养员工技能。 】
一、确保给内部员工最好的机会
Sue Kozik面临的挑战和大多数企业同位置的人面临的挑战相似。路易斯安那州蓝十字和蓝盾公司(Blue Cross and Blue Shield of Louisiana, BCBSLA)的高级副总裁兼首席信息官Kozik说:“最大的挑战是，这是一个买方市场。”该公司历来是该州的目的地雇主。在新冠疫情后的全国人才争夺战中，很难打败能够支付更高薪酬的硅谷公司。对于Kozik来说，接下来的重点是她的IT组织能够提供的文化——一种长期投资于员工的文化。
Kozik关于留住员工的解决方案与她对内部团队进行再培训和技能提升的策略完全一致：有目的和有意的外联。自从该公司实行远程工作(这一决定被永久地重复了一次)以来，Kozik和她的领导提高了员工敬业度，确保与IT组织的450名员工进行一对一的联系。
Kozik说:“这是让我们获得巨大回报的事情之一。这是我们以前没有时间做的事情。”Kozik的经理们定期与他们的报告进行对话，讨论他们下一步想做什么。她补充说:“这些都是我们如何投资于他们以培养他们所需技能这一话题的前兆。”
Kozik最难填补的职位涉及与云计算、网络安全和数字架构相关的热门技能。好消息是，这些都是她的团队成员希望获得的能力。她说:“我有一些在应用程序领域长大的人，他们想进入云计算或网络安全领域，所以我们希望为他们创造机会。”
当这种方法有效时，这是一种双赢，有助于缩小IT职能部门的技能差距，并为员工提供了留下的理由。Kozik说:“我们不能提供40%的加薪，但我们可以告诉他们在哪里可以在云计算或网络或其他非常前沿的方向上工作。”
Kozik正在考虑创建一个人才网格，以可视化IT团队中关键角色所需的核心能力。Kozik说:“我们没有正式的职业道路，我也不提倡这样做，因为事情变化太大了。网格可以帮助我们可视化一名员工承担某个角色所需的基本经验。”
Kozik说，这样一来，IT领导者就可以找到那些具备公司所需本质技能的人，并让他们进行概念验证，即使他们的简历上没有明确的技术技能。其他人可能会发现一个机会，参加课程或做一些交叉培训，以培养新角色所需的技能。
Kozik说:“我希望(我们的团队)看到，我们正在考虑让他们担任非传统的角色，因为人们给了我机会。如果他们对新事物有兴趣和好奇心，我们肯定会投资你。这是我们公司文化的一部分，因为我们希望你留下来。”
Kozik的建议是:确保你给内部员工最好的机会。BCBSLA IT组大约四分之一由顾问组成。在过去，“他们做所有的新事情，因为其他人都很忙，”Kozik说。自2018年上任以来，科齐克强调开始将日常工作外包给顾问，并为员工提供前沿工作。Kozik说:“现在我们可以给他们更多的机会去做很酷的事情。”
二、发掘员工激情、潜力和隐藏的技能
作为金融服务行业的首席信息官，Phillip Dundas可以为人才支付高价，但在当前的人才市场上，有时即使这样也不够。从数据工程和云开发到业务分析以及管理和领导技能，很难获得的技能涵盖了所有领域。全球资产管理公司PGIM Fixed Income的首席技术官兼董事总经理Dundas表示:“最优秀的人才在他们的市场上不会持续很长时间，招聘过程中哪怕有一点点延迟，都可能让你付出高昂的代价。我们都在寻找独角兽。”
在审查简历时，Dundas会从头衔和证书之外寻找持续渴望自我发展的证据。Dundas说:“我一直坚信，要找到那些不仅拥有合适的技术优势，而且有激情、渴望和情商来成长的人。”在人才市场对快速发展的技术技能有着巨大需求的情况下，这一战略正在产生回报。
Dundas不只是追逐独角兽，他还会考虑现有的员工，看看哪些人可以投资，并考虑新聘用的员工，他们可能还没有达到所有要求，但经过适当的培训和在职学习，可以得到发展。
三年前，Dundas受聘建立了一个捉襟见肘的IT组织，现在，他的团队已经壮大了四倍。他和他的领导团队每季度进行一次人才评估，以确定他们是否有合适的人担任合适的职位，并找出在开放的职位中，他们可以在哪些地方给某人一个新的机会。这可能意味着提高技能，交叉培训，或者只是让某人担任弹性角色，看看是否适合。
作为年度评估过程的一部分，每个员工都有一个坐下来的谈话，以制定技能:每个人都知道的技能，他们秘密拥有的技能，以及他们想要获得的技能。我们很容易找到这样的人，他们是业务分析师，但却对用户体验充满热情。Dundas说:“你不问就不知道。我们希望利用这些技能，帮助每个人学习，因为团队中的每个人都想成长。如果我们带他们一起去旅行，他们会更加兴奋。”
技能提升的可能性并不局限于技术能力。很多员工都想进入管理或领导岗位——或者在没有经过任何专门培训的情况下就被推上了这个位置。Dundas为他们提供了一个由Ouellette and Associates提供的为期9个月的IT领导力发展项目。Dundas说:“无论他们是初级经理还是有抱负的领导者，这都有助于他们理解领导力不仅仅是委派工作。这是关于激励和成长个人的。”
Dundas的建议:在PGIM，很多开发人员都渴望学习云计算技能，所以Dundas希望为他们提供适当的培训、课程和认证计划。但这些努力只有在及时的情况下才有益。一年多前，让一大批编码员接受AWS培训是出于好意，但只有少数人能够立即将他们的新知识投入使用。Dundas说，“结果，我们做了比我们需要的更大的投资，如果你不能使用一项技能，它还能有多长时间是有半衰期的。”
一般来说，Dundas认为课堂课程不如在职培训有效。Dundas说:“让一个可靠的培训师陪伴在某人身边，这样他们就可以互相学习，这是一个更好的模式。”
三、首席信息官可以为成员的Reskilling提供机会和平台
教育公司Pearson的首席信息官Marykay Wells在她的IT部门有一长串的能力要求。她需要具备技术技能的人才，包括解决方案架构、企业领导力、DevOps、人工智能、安全工程、云技术，以及利基软件的经验。她还需要具备软技能的人，比如建立信任、合作和组建团队的能力。
在成为世界领先的数字化学习公司的大规模转型过程中，Wells的目标是创建一支精通数字、多元化、好奇的员工队伍，适应变化。此外，她还在竞争激烈的印度和斯里兰卡等地争夺人才。“我们意识到，我们需要采取多方面的方法来成功实现这种数字化转型，”Wells说。
为此，她和她的团队确定了关键技能和需求，并制定了以技能为基础的培训计划、实习和学徒计划，重点是知识转移、团队协作和专业认证。Wells说:“我们必须要有这样的人:他们了解新的数字运营模式，以及通过利用敏捷的方法向消费者和员工交付数字产品和服务，真正在整个企业范围内运营意味着什么。”
她为她的远程团队提供适合他们的时区和模式的学习和培训。该IT组织与大学建立了合作关系，建立了强大的实习生和新研究生项目，以建立人才输送渠道，为每个新员工配备单独的教练，以加速学习和入职。
对于其他人来说，每周在线研讨会的学习时间涵盖了一系列技术和功能主题，由内部主题专家和外部合作伙伴提供，为技能发展提供了一条途径。富国银行还建立了40多个针对关键技能领域的正式培训项目，以及一个“探路者”项目，以确保这些项目更具包容性。该项目在每次团队轮换期间将学徒与导师配对，让他们有机会获得数字技能徽章。Wells将IT年度数字与技术峰会扩大至200场，邀请技术团队以外的人士参加。领导力课程为学员提供了在模拟环境中学习和实践管理技能的机会。
自推出这些举措以来，提高了员工留存率，改善了员工多样性，并以两位数的比例增加了女性代表人数。现在，IT部门更好地反映了公司的客户基础，Wells表示，这对于在终身学习市场中增长销售至关重要。
“我们通过接纳和重新培训具有非标准技术背景的人员，来推动团队内部的多样性和真实性。我们正在将我们的团队定位为具有相关性和未来技能的团队。所有这些都意味着，我们的员工充满好奇心、热情，能在工作中展现真实的自我。”
Wells的建议是:给你的团队发展空间。最积极的员工会有时间学习，但首席信息官可以为再培训和技能提升搭建舞台。Wells说:“在开始学习项目时，领导者需要确保团队有时间和空间进行有意义的培训，这通常意味着在内部提供再培训，由经理提供支持，或调整工作量。”
Wells还表示，了解员工的偏好有助于他们更好地学习。Wells说:“不要想当然地认为你知道所有培训需求的答案。因此，努力让团队和经理了解技能差距，并以各种形式提供培训——比如视频、播客、自助培训——以满足团队的学习风格和需求。”
原文：
There are few CIOs who haven’t been hit by attrition, as streams of highly talented IT professionals head out the door for bigger salaries, better opportunities, or both. The fact that today’s digital powerhouses are now hiring tens of thousands of employees — often without regard to geography — has only exacerbated the talent crunch for IT leaders.
Employee retention remains top of mind. But amid these seismic shifts in an already high-demand marketplace, leading CIOs are doubling down their efforts to reskill, upskill, and cross-train their employees and new hires. CIO.com talked to three leading CIOs about the challenges, benefits, and best practices related to investing in their teams’ learning and growth.
Ensuring employees get first dibs at the cool stuff
Sue Kozik’s primary talent issue echoes those of most of her peers. “The big challenge is that it’s a buyer’s market,” says Kozik, senior vice president and CIO at Blue Cross and Blue Shield of Louisiana (BCBSLA), which historically had been a destination employer in the state. In the post-COVID nationwide battle for talent, it’s hard to beat Silicon Valley companies who can pay much more. For Kozik, the focus then is the culture her IT organization can provide — one that invests in employees for the long term.
Kozik’s solution for retention aligns perfectly with her strategy for reskilling and upskilling her in-house team: purposeful and intentional outreach. Since the company went to remote work (a decision it reupped permanently), Kozik and her leaders have elevated their employee engagement game making sure to connect one-on-one with each of the IT organization’s 450 employees.
“It’s one of the things that’s paying us back big time,” Kozik says. “And it’s something we didn’t always make the time to do before.” Kozik’s managers have regular conversations with their reports about what they want to do next. “Those are the precursors to the topic of how we can invest in them to build the skills they need,” she adds.
Kozik’s hardest-to-fill roles involve hot skills related to cloud, cybersecurity, and digital architecture.
The good news is that those are the same capabilities individuals on her team are hoping to acquire. “I have people who have grown up in the application space who want to get into cloud or cybersecurity, so we want to create opportunities for them to do that,” she says.
When that works, it’s a win-win, helping to close the skills gap within the IT function and giving employees a reason to stay. “We can’t offer a 40% pay increase,” says Kozik, “but we can show them where they can work on cloud or cyber or the other really cool stuff.”
Kozik is considering creating a talent grid to visualize the core capabilities required for key roles within the IT group.
“We don’t have formal career paths and I’m not an advocate for them because things change too much,” says Kozik. “A grid would help us visualize the base foundational experiences an employee would need to have to take on a certain role.”
Then IT leaders can find those people who have the essence of what’s required and tap them to, Kozik says, take on a proof of concept, even if they don’t have explicit technical skills on their resume. Others may identify an opportunity and take a course or do some cross-training to build skills required for new roles.
“I want [our team] to see that we’re considering them for non-traditional roles, because people took a chance on me,” says Kozik. “If they have the appetite and curiosity to do something new, we’ll definitely invest in you. It’s part of our company culture because we want you to stay.”
Kozik’s advice: Make sure you’re giving your in-house staff first dibs on the prime opportunities. About a quarter of the BCBSLA IT group consists of consultants. In the past, “they were doing all the new stuff because everyone else was busy,” says Kozik. Since she took over in 2018, Kozik made it a point to start farming out the routine work to consultants instead and offer her employees the leading-edge work. “Now we can give them more opportunity to do the cool stuff,” Kozik says.
Unearthing passion, potential, and hidden skills
As a financial services CIO, Phillip Dundas can pay top dollar for talent, but even that isn’t enough sometimes in the current talent marketplace. Difficult-to-acquire skills run the gamut from data engineering and cloud development to business analysis and managerial and leadership skills. “The best talent doesn’t last very long in their marketplace and the slightest delay in the recruiting process can cost you dearly,” says Dundas, CTO and managing director at global asset manager PGIM Fixed Income. “We’re all looking for unicorns.”
When reviewing resumes, Dundas looks beyond titles and certificates for evidence of a consistent desire for self-development. “I’ve always been a big believer in finding people who don’t just have the right technical strengths, but have the passion, hunger, and emotional intelligence to grow themselves,” Dundas says. In a talent market with massive demand for rapidly evolving technology skills, that strategy is paying dividends.
Instead of just chasing unicorns, Dundas looks at his existing workforce to see who he can invest in and considers new hires who may not yet tick all the boxes but can be developed with the right training and on-the-job learning.
Hired to build out a stretched-thin IT organization three years ago, Dundas has grown the team fourfold. He and his leadership team perform a quarterly talent review to determine whether they have the right people in the right roles and figure out where, among the open positions, they can give someone a shot at something new. That may mean upskilling, cross-training, or simply placing someone in a stretch role to see how it fits.
As part of the annual review process, each employee has a sit-down conversation to map out skills:
The ones everyone knows about, the skills they secretly have, and the skills they’d like to acquire. It’s not unusual to find, say, someone who is in a business analyst role but is passionate about user experience. “You don’t know until you ask,” says Dundas. “We want to take advantage of those skills and help individuals learn, because everyone on the team wants to be growing. If we bring them along on this journey, they get a lot more excited about it.”
The upskilling possibilities aren’t limited to technical capabilities. A lot of employees want to move into managerial or leadership positions — or have been pushed into them without any particular training. Dundas offers them a nine-month IT leadership development program offered by Ouellette and Associates. “Whether they’re junior managers or aspiring leaders, it helps them understand that leadership is more than delegating work,” Dundas says. “It’s about inspiring and growing individuals.”
Dundas’ advice: At PGIM, a lot of developers were yearning to learn cloud skills, so Dundas wanted to offer them appropriate training, curriculum, and certification programs. But those efforts were only as beneficial as they were timely. Putting a whole cohort of coders through AWS training more than a year ago was well intentioned, but only a handful of them were able to put their new knowledge to use right away. “As a result, we made a bigger investment than we needed to,” Dundas says. “There’s a half-life to how long skills will remain relevant if you’re not able to use them.”
Generally speaking, Dundas finds classroom curriculum less effective than on-the-job training. “Putting a solid trainer alongside someone so they can learn from each other is a much better model,” Dundas says.
Priming the talent pipeline
Marykay Wells, CIO at learning company Pearson, has a long list of capability requirements within her IT function. She needs people with technical skills, including solutions architecture, enterprise leadership, DevOps, AI, security engineering, cloud technologies, and experience with niche software. She also needs people with softer skills, like the ability to create trust, collaborate, and build teams.
In the midst of a massive transformation to become the world’s leading digital learning company. Wells’ goal is to create a digital-savvy, diverse, curious workforce comfortable with change. In addition, she is competing for talent in locations such as India and Sri Lanka, where competition is high. “We realized that we needed to take a multifaceted approach to successfully deliver this digital transformation,” Wells says.
To do so, she and her team identified critical skills and needs and developed skills-based training programs, internships. And apprentice programs with a focus on knowledge transfer, team collaboration, and professional certifications. “It’s essential to [have] people who understand the new digital operating models and what it means to truly operate across the enterprise by leveraging an agile methodology to deliver digital products and services to consumers and employees,” Wells says.
She offers her remote teams learning and training in time zones and modalities that work for them.
The IT organization has forged university partnerships to establish robust intern and new grad programs to build a pipeline of talent, pairing each new hire with an individual coach to accelerate learning and onboarding.
For everyone else, learning hours in the form of weekly webinars covering a range of technical and functional topics delivered by internal subject matter experts and external partners, offer an avenue for skills development. Wells has also established more than 40 formal training programs targeted to critical skills areas along with a “pathfinders” program to ensure these programs are more inclusive. That program pairs apprentices with mentors during each team rotation, giving them an opportunity to earn badges for digital skills. Wells has expanded the IT’s annual Digital and Technology Summit with 200 sessions to invite participants outside of the technology team. A leadership track offers participants the opportunity to learn and practice management skills in a simulated environment.
Since launching these initiatives, Pearson has increased retention, improved diversity, and increased female representation by a double-digit percentage.
Now, the IT organization better reflects the company’s customer base, which Wells says is essential to growing sales within the lifelong learning market.
“We are driving diversity and authenticity within our teams by embracing and reskilling people with non-standard tech backgrounds. We are positioning our teams to be relevant and have future skills,” Wells says. “All of this means we have employees who are curious, enthusiastic, and bring their authentic selves to work.”
Wells’ advice: Give your team space for development. The most highly motivated employees will find the time for learning. But CIOs can set the stage for reskilling and upskilling. “When starting out on learning programs. Leaders need to ensure that teams have the time and headspace to meaningfully engage in training. Which often means providing reskilling internally, providing support from managers, or adjusting workloads,” says Wells.
Wells also says it beneficial to understand employee preferences for how they learn best. “It’s important not to assume you have the answers to training needs,” Wells says. “So, make an effort to engage teams and managers to understand the skill gaps and offer training in a variety of formats —. Such as videos, podcasts, brown-bag sessions — that meet the learning styles and needs of your team.”
本文由数字化转型网翻译而成，作者：Stephanie Overby；翻译：数字化转型网宁檬树；翻译审核：数字化转型网默然。
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