A Roadmap to Discover Digital Talent - Ordre | CRHA · the digital functions that have grown exponentially in recent years, from digital spins on traditionalroles like marketing to

EDITED BY Jeremy Citro, Talent Management Customer Success Director

© 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, email [email protected] or visit gartner.com. PR_385699

Use Data to Find the Right Digital Talent — in Unexpected Places

A Roadmap to Discover Digital Talent

A Roadmap to Discover Digital Talent 2

Digitalization Clouds the Talent Picture

03Build Your Digital Talent Profile

07Data Reveals New Opportunities to Find Digital Talent

Contents

CHAPTER 1 CHAPTER 2 CHAPTER 3

12


CHAPTER 1



Since when do automakers hire people who have no experience making cars?

Since those cars began to drive themselves, of course. When Tesla needed a head of autopilot software and hardware, the company turned to a veteran executive from Apple. Yes, it’s true, the maker of the iPhone is investing heavily in cars — or at least in the study of machine learning and automated systems that enable self-driving cars. Welcome to the digital world.


Digitalization is the new normal — spanning product enhancements like mobile- or chat-based applications to vast business transformations of product offerings, go-to-market channels and operations. Nearly

nine out of 10 business leaders say digitalization is a top business priority. The trend is here to stay.

Digitalization presents a huge growth opportunity for businesses, and is a dynamic force. The average organization has undergone five enterprise changes in the past three years, and 70% of key talent say their job duties change every three years.

As digitalization continues to disrupt business, all sectors of the economy feel pressure to hire talent with digital skills, not just sectors once viewed as sitting on the leading technological edge. Those skills, such as big data, 3D printing, cloud hosting and virtual reality, are in demand across companies, sectors and industries. That also means more and more companies need new skills that are not historically part of their core competencies.

87%

Business leaders say digitalization is a priority

In 2017, Gartner found 47% of job postings for S&P 100 companies were for the same 37 roles.


Many industries need the same digital skills

Healthcare, financial services and auto manufacturing are just three sectors undergoing digital transformation: Banks may have branches, but customers transact via mobile phones and tablets; a surgeon may program a computer while a robot makes the cuts; cars can drive themselves.

As a result, each of these distinct industries now share a common and urgent need for a wide variety of digital skills and capabilities — many of which are new and emerging.

“Across industries, digital transformation initiatives are creating enormous strain on defining capability needs, as well as enormous competition for new talent skilled in navigating and manipulating the digital environment,” says Dion Love, principal executive advisor at Gartner.

Digital Marketing

Machine Learning and Artificial Intelligence

Bioanalytical Scientist

Distributed Manufacturing

3D Printing and Additive Manufacturing

Internet of Things

Automotive Infotainment and Connectivity

Big Data and Predictive Analytics and Modeling

Cybersecurity

Fraud Detection and Analytics

Lithium Air Battery

Digital Skills Are In High Demand Across Industries


“Simply put, it is even harder today than say 3 – 4 years ago to plan for and to find and hire the talent we need.”

Dion Love, Principal Executive Advisor, Gartner


Amid this talent crunch for digital skills and capabilities, companies must hire talent with which they had little experience prior to the rise of digital business. Automakers, for instance, traditionally built their talent strategies around core competencies in manufacturing and engineering, but as they race startups and tech giants to deploy autonomous vehicles, they need experts in sophisticated software and emerging technologies like artificial intelligence (AI). This leaves

companies under enormous pressure to fill unfamiliar roles.

Big data clarifies digital talent picture

You can cut through the confusion around digital talent with a rigorous approach, driven by big data, that homes in on the job functions and skills you need for growth and locates talent. Data also supports fact-based dialogue between key stakeholders around, for instance, the time it takes to fill positions or the availability of qualified candidates.

“Labor market data is the essential ingredient in finding the talent you need for the digital age,” says Jeremy Citro, talent management customer success director at TalentNeuron, now offered by Gartner. “There is a significant missed opportunity to leverage

external supply and demand data to drive how we make decisions about the digital capabilities we need (forecast) and attract and hire these professionals (find).”

“Labor market data is the essential ingredient in finding the talent you need for the digital age.”

Jeremy Citro, Talent Management Customer Success Director, TalentNeuron



CHAPTER 2

Build Your DigitalTalent Profile


Build Your Digital Talent Profile

To capitalize on digitalization, it is important to identify the current state of your business, how it will be transformed and what that means for your talent needs.

The first step is to identify:

• Upcoming new skills for existing roles

• Entirely new roles that are emerging

Organizations can use current and historical labor market data to identify which skills are in hot demand for an industry or job function today and how demand for technical talent may shift in the future.

For example, consider how digitalization/financial technology (fintech) is disrupting the global banking, financial services and insurance (BFSI) sector. Digitalization has allowed BFSI firms to create better, faster, cheaper services; enable new channels for customer service; and revamp their business models so they can serve a tech-savvy customer base with mobile wallets, digital banking, cryptocurrencies and blockchain technology.

To capture the opportunities of digitalization, BFSI firms need capabilities — among others — in robotics process automation (for automating certain tasks, activities and processes that once required human interaction), machine learning (computerized detection of data patterns from big data) and artificial intelligence (to power the chatbot that provides quotes).

Labor market data helps you spot emerging skills within an industry or across industries that are growing in demand before they become commoditized and are on all your competitors’ hiring radars. TalentNeuron tracking of jobs posted and skills for thoseroles in highest demand shows demand is converging acrossindustries for the same, highly specialized digital skills.


AI is everywhere, but do you know what you need?

What is your company’s business case for digitalization, and what will that mean for talent?

Insurers are using AI to customize auto policies and design coverage and premium rates to reduce risks or adjust premiums to better cover risks.

If you plan to deploy AI, you will need to know which skills and capabilities to add, now and in the future. Your needs will depend on how you plan to use AI (e.g., gaming, speech recognition), which component parts of AI will make up your applications (e.g., pattern recognition, search) and what component tools will be used (e.g., Vicarious, Jade).

Without robust labor market data, it is tough to define or redefine the talent capabilities you’ll need for growth, and therefore how to allocate hiring investments for greatest return. Without good talent profiles, it can be tough to recruit quickly, especially because it typically takes longer to hire for positions that are not familiar to recruiters.

91 Daysto fill an unfamiliar role

66 Days to fill a familiar role

+25 days

Recruiters take longer to fill jobs they don’t know well

Digital talent is not created equal

“I know expert systems, experience learning, patterns, Vicarious and Soar.”

AI Expert A AI Expert B


“I’m strong in natural language, logical and search patterns, and really know Jade.”


Some digital roles are entirely new, and emerge as technologies evolve.

Unheard-of roles emerge

Some digital roles are entirely new, and emerge as technologies evolve. These jobs and titles may not have existed previously, but are suddenly in demand across industries. Think about some of

the digital functions that have grown exponentially in recent years, from digital spins on traditional roles like marketing to completely new roles around emerging technologies like machine learning. The trend in machine learning exemplifies the growth in digital talent development, where a few dedicated roles grow and divide into multiple specialties, each of which is highly sought.


Similarly, demand for data scientists, considered a somewhatnew role in 2010, grew 20-fold in the ensuing six years, and bigdata science now includes distinct profiles, such as architectsand ecologists, that didn’t exist in the past.

If your industry expects to leverage existing and emerging technologies, you need to assess which capabilities you need now, and which you will need in the future. Current, historical and

predictive external data shows which skills are in hot demand for an industry or job function today, and how that demand may shift over time. Even for digital functions farther along the maturity curve, labor market data shows which skills are established or maturing vs. those increasing in importance for the future.



2011 Machine Learning: A specialized skill; part of a data engineering or programming role

Data Engineer

Program Manager/Project

Manager

Software Engineers

Machine Intelligence

Engineer

200%

Deep Learning Software Engineer

300%Machine Learning Engineer

235%

Machine Language

Researcher

200%

Data Scientist

175%Machine Learning

Scientist

325%

New Skills Emerge and Demand Growth for Those Jobs Is RapidExample: Machine Learning Then and Now

Since 2011: 6 new roles have surfaced solely dedicated to machine learning. The need for some of these specialists has increased by 300% during that time

Source: Gartner TalentNeuron


CHAPTER 3

Data Reveals New Opportunities to Find Digital Talent


Explore five data-driven ways to find talent:

1. Tap locations with less of a talent squeeze. Is your first thought, when looking for digital talent in the U.S., to search in Silicon Valley or Seattle?” This is an obvious approach, but places with a multitude of talent are also hotbeds of demand, especially for new roles that are needed across industries. By analyzing data on both the supply and demand sides of labor, you get a clearer picture of which locations to target.

What if you are looking for professionals with skills suitable for robotics process automation (RPA) roles, like automation developers and system analysts?

First you’d ask “Where do we find those people?” But that isn’t enough information to find the optimal place to hire. Rather, by

overlaying data on demand, we get a new perspective — and a more complete picture. In the case of RPA professionals, London has the largest pool of talent, but demand there is very strong; Toronto has less talent available, but not as much demand. It may be more productive, then, to search in Toronto, especially for incremental hires.

Similarly, layering demand, supply and other data can better target sourcing and hiring investments for sustainable future talent growth.

Again, it’s not always the established or most mature hubs with the largest talent pools that are best for meeting future hiring targets. In the case of certain software developers in the U.S., for example, Denver, Colorado, has a growing supply of talent, and the demand is not as heavy as in other markets.

Analyze data on both the supply and demand sides of labor to get a clearer picture of which locations to target.



Look at the Talent Squeeze, Not Just the SupplyExample: Robotics Process Automation (RPA)

Supply

Demand



London~ 250,000 RPA professionals

Job openings at 15% of the available talent pool

About 7 professionals for every job posting

Montreal

Toronto~ 100,000 RPA professionals

Job openings represent 13% of the talent pool

About 8 professionals for every job posting

Kitchener-Waterloo

Ontario

San Diego

Denver-Boulder

Seattle


2. Check out cities with emerging talent pools. Digital talent searches often target established hubs, but data identifies the next tier of cities where digital talent pools are nascent. In these locations, you can stretch limited recruiting resources and pull specific HR levers like recruitment advertising or relocation packages to expand your pipeline of suitable candidates and build your talent pool.

Data provides important insight into current market conditions and emerging sources of talent. In the U.S., Denver hosts an emerging supply of certain software developers, but demand there is not yet that strong. In cloud computing, talent pools are emerging beyond established hubs like the Bay Area of California and Seattle. Austin and Baltimore, Maryland, for example, offer growing pools of professionals for cloud security roles, given that Baltimore has a growing aerospace and defense industry and Austin is home to Dell, a leading cloud storage and IT services provider.



Sustainable Hiring Example: Software Developers in the U.S.

Optimal Locations For Hiring for the Next 5 Years/Longer Term

Adequate skilled talent with competitive, not frenzied, demand. (Added bonus: Located more centrally than U.S. coastal talent hubs)



New YorkWashington D.C.

Austin

Denver-BoulderChicago



Installed talent is:

Greater than 10,000

5,000 – 9,999

Less than 5,000Portland

Seattle

Bay Area

Los Angeles

San DiegoPhoenix

Denver-Boulder

Minneapolis

Austin

Dallas

Boston

New York

Miami

Atlanta

ChicagoPhiladelphia

Washington D.C.

Baltimore

St. Louis


Consider Alternative Cities With Emerging Talent PoolsExample: U.S. Cloud Computing

Beyond established hubs (black), the next tier of cities (blue) can be good additional locations for expanding the candidate pool.


3. Mine adjacent companies and industries. As you search for digital talent, you may bump up against adjacent industries and companies looking for the same people. Don’t just see this

new competition as a threat — see the opportunity. Use data to discover which companies are actively hiring for the talent you want, and add these nonobvious sectors to your own sourcing criteria to build a larger, more viable candidate pool.

Consider roles in digital operations. Even within the tech sector, a diverse range of companies across IT sectors (e.g., software, wireless and IT services) are all hiring digital talent with skills in key functions like marketing, search engine optimization and cloud computing. Big names like Amazon, Oracle, Microsoft, IBM, Dell and Apple are all in the market for these same skills, but so are healthcare insurers looking for online advertising professionals and banks looking for quality assurance skills.

Data highlights pockets of hiring activity — in adjacent segments within a core industry or in totally separate sectors — that can be an unexpected source of talent for your pipelines.

4. Analyze roles internally to fill the talent pipeline. Labor market data also helps you identify potential internal capabilities for high-growth digital roles. For example, you can look at what jobs or titles were previously held by the professionals you currently employ in key roles. By looking at how people typically progressed to a given role, you can look into your organization to identify people who might be good candidates for grooming into key digital roles.

Data also shows predecessor roles in given industries. This can be especially helpful when looking for talent designated as critical for business growth. And some pathways are consistent across industries. For instance, because iOS developer is an entry-level role, companies often hire graduates with computer science and related degrees at the entry level and provide training, but most iOS developers have backgrounds as software engineer/interns or software developers.

5. Search untapped graduate talent pools. Given the hypercompetition for mature and emerging digital roles, it’s important to target entry-level talent pipelines that are the foundation of future capability growth. Recruiters are always keen to build relationships with flagship schools well-known for producing certain IT capabilities.

Data helps you go beyond the schools with big-name notoriety to uncover potential pools of skills you may not be considering. For instance, career or technical institutes may be producing IT talent for certain job families like software engineering. These schools have an ancillary, but potentially lucrative, role in campus hiring programs.



Conclusion

There is no question that digitalization complicates talent management. All industries are somewhere on the spectrum of digitalization. The associated disruption changes business models and, in turn, the way you define, plan and find the talent that will help you transform your product offerings, go-to-market channels and operations.

The good news is that labor market analytics give you an edge in forecasting and finding digital talent. You can use data to:

• Analyze external trends to better understand how skills are evolving, and what your own organization’s future demand will be for various digital skills.

• Assess supply and demand for emerging talent to get a clearer and truer picture of realistic opportunities for investing in digital capabilities for growth.

• Identify untapped or nonobvious talent pools that augment your digital talent sourcing criteria for emerging digital roles.

With these data insights in hand, you can leverage tactics that go beyond the norm and identify talent pools both within your own company/industry (in predecessor roles) and beyond the most established markets. Then it’s time to pull a variety of HR levers to appeal to, capture and retain your digital talent.

© 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, email [email protected] or visit gartner.com. PR_385699

To learn more about TalentNeuron, offered by Gartner, request a demo.

https://www.cebglobal.com/talent-management/talent-neuron/request-demo.html




Documents

A Roadmap to Discover Digital Talent - Ordre | CRHA · the digital functions that have grown exponentially in recent years, from digital spins on traditionalroles like marketing to