ABSTRACT
Information technology (IT) organizations and their leaders spend far more time trying to remedy the technical debt within their systems than remedying the talent debt within their teams. Very few IT shops can claim they’ve developed proprietary processes or unique uses of technology that are a source of competitive advantage. The implications of the war for talent are profound and need to be incorporated in IT’s new operating model. IT organizations have the same fate. IT shops are routinely referred to as being overly politicized, poorly led, or slow to innovate. IT organizations typically manage their recruiting activities as a series of one-off events focused on opening and filling individual job requisitions. IT organizations have made extensive use of contract-to-hire arrangements to screen prospective job candidates in the past. The formula for measuring IT career development is actually pretty simple. The three core dimensions are technical expertise, business knowledge, and people skills.
