10 Trends Affecting Digital Infrastructure & Operations: Talent Management

Keeping up with trends is impossible if you do not have the right talent in your employee base to implement and discover new strategies. Modern talent management not only runs today’s technology but also spreads new concepts and technological advancements while relying on great leadership that can help promote change. As a result, it is more important than ever for Infrastructure and Operations to understand that talent is one of the most valuable investments that an organization has, and retaining the best talent possible requires a focus on creating cultural changes across the I&O industry. 

Many IT leaders recognize that talent shortages are among the most impending challenges and threats that I&O is facing. In fact, many traditional growth areas and talent pipelines that the Infrastructure and Operations industry have all but vanished due to increased specialization. Organizations need to understand how to develop and train their next wave of architects and engineers, particularly with the shift towards external services like the cloud and help desk becoming more important to the clients that they serve.  

Although the scale this challenge presents may not be clear to an outsider, many leaders in I&O are beginning to realize that cloud transformation requires a much larger step forward in the types of team skills currently being used to include incremental improvements that have been produced in the past. By focusing on talent management and a change in company culture, new long-term strategies and short-term tactics can be devised to deal with pressing issues and establish success in the future. With this approach, Infrastructure and Operations leaders need to find new ways to locate, hire, retain and develop talent that is needed for success while also determining how to blend external expertise whenever it may be required. 

If this talent need is not met, many real risks can become quickly apparent to I&O organizations. Teams need to include members that have deep, broad experience in multiple areas as well as individuals that can adapt and collaborate on a high level to ensure IT tasks are being completed accurately and on-time. To help put this need and the consequences in perspective, some of the real risks that the Infrastructure and Operations industry faces if they do not focus on talent management include: 

  • A skills gap between what the business demands and what I&O should offer will continue to widen. 
  • Team morale can reach a low point as divisions feud on both legacy and new concepts and the best way to approach services. 
  • Intern talent will become a hot commodity and, if an I&O organization does not retain highly-qualified candidates, a competitor will retain them. 

Having a plan in place to address talent shortages will inevitably require HR assistance. This is particularly important due to the scope and scale of the challenge currently facing the industry. With the variety of tasks necessary from sourcing talent, to creating alluring benefits packages to retaining talent with rewards, the Infrastructure and Operations industry is sure to be affected soon. Consider the skills that internal team members currently have and examine what may be missing. Leaders should be able to gain perspective of the talent they need both in the interim and the future and proactively leverage their budget early to gather the best team possible.