Embed Size (px)
Citation preview
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
Given the breadth and pace of innovation, all signs point to a widening skills gap. This will put furtherpressure on organizations of all sizes to rethink their workforce strategies. While the notion of a skills gap isa seemingly straightforward concept, below the surface, there are many nuances to the story. This CompTIAresearch report explores these issues, setting the stage for approaches to tackling the IT skills gap.
ASSESSINGTHEITSKILLSGAP
RESEARCHREPORT
KEYPOINTS
Skillsgaphasbecomesomewhatofacatch-alltermtodescribearangeofworkforceconcernsAt the most basic level, skills gap can be characterized as thevariance between the performance employers desire fromtheir workforce and what workers can or choose to deliver.Things get murky when skills gap discussions venture intoother workforce challenges, such as labor supply gap, pipelinegap, pay gap, location gap, or generational gap. For example,what may be thought of as a skills gap by an employer may infact be a difference in millennial work styles. Furthermore, theskills gap and related issues are not limited to informationtechnology (IT) occupations. Organizations report varyingdegrees of skills gaps across business functions.
Despitetheconsequences,mostorganizationsdonothaveaformalstrategytoaddressskillsgapsOrganizations report a number of consequences attributed toskills gaps, from lower staff productivity and sales, todeficiencies with innovation and new product development.Despite the negative impact to the bottom line, only 1 in 3organizations indicate they have a formal process andresources in place to address skills gap challenges. Theremaining two-thirds of respondents report having only aninformal process or no process at all in place. Compoundingthis lack of focus, more than half of organizations (54%)acknowledge they struggle to some degree in identifying andassessing skills gaps among their workforce. Obviously,knowing what to fix must precede discussions of how to fix it.
46%Nearlyhalfof
organizationsbelievetheskillsgapisgrowing.Twenty-sevenpercentreportitunchanged,
while26%seeimprovement.
ThecybersecurityskillsgapisespeciallyproblematicIn a world defined by digitization and interconnectivity,shortcomings in cybersecurity expertise and experience makefor an ever-more precarious situation. Organizations rank datasecurity as the most pressing cybersecurity skills gap domain,reflecting the growing importance of data across every industrysector of the economy.
ThemultifacetednatureofskillsgapsrequireanequallydiversesetofsolutionsIs a persistent skills gap the new normal, or can meaningfulsteps be taken to mitigate the problem? Looking ahead five or10 years, what will the skills gap landscape look like? Whilethere are no easy answers, it is certain that without efforts onmultiple fronts, the outlook for progress is bleak.
May2017
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
THE ROLE OF TECHNOLOGY IN BUSINESS
For the most part, IT and business executives agree thattechnology plays a notable role overall in attaining theirorganization’s strategic objectives. Technology is generally aprimary factor in reaching business objectives for nearlythree-quarters of organizations (74%), while 24% indicate itplays more of a secondary factor. Only 2% cite technology asbeing a non-factor. However, with 9 million SMBs in the USalone, consider how much gains in productivity, innovation,revenue, etc. may be realized if these firms took greateradvantage of technology, or even if the 24% stepped it up anotch so that it typically has a primary vs. secondary seat.Understandably, there are many competing factors at playwhen running a business. But those who already considertechnology to be a primary factor are more likely to work in anIT business, have at least 10 employees, be an ITexecutive/manager, or are younger than 45 years of age.
Implementing new systems or work processes to enhanceefficiencies is a top business priority for more than half oforganizations (55%). And while it’s the top priority for firmswith 10 or more employees (not even making the top fiveamong micro-size companies), it ranks number one for two-thirds of large-size firms (67% of organizations with 500 ormore employees). It also ranks of higher priority among ITexecutives/managers (61%) compared to other executives andbusiness managers. Hiring skilled workers to drive strategicgoals is another top priority among companies with at least 10employees. Furthermore, it is number two for the large-sizefirms.
The role of technology is not a separate matter from people ofcourse. The two go hand-in-hand, needing each other to reachhigher levels of success than either could single-handedly. Andwith the evolving nature of IT, so is the nature of tech skills.
As with most things, there is always room for improvement andtechnology is certainly no exception. When IT and businessexecutives rate their organization in certain areas oftechnology, over half rate it as generally proficient but withsome room for improvement (mainly for the area of ‘executionand implementation’), about 1 in 4 indicate lots of room forimprovement (particularly for ‘vision and strategy’), and theremainder rating it as an area where they excel (especially forongoing operations / maintaining reliability).
TopStrategicBusinessPriorities
1. Implementingnewsystemsorworkprocessestoenhanceefficiencies(55%)
2. Innovation/cultivatingnewideas&puttingthemintopractice(47%)
3. Identifyingnewcustomersegments/newmarkets(44%)
4. Hiringskilledworkerstodrivestrategicgoals(44%)
5. Successfullylaunchingnewproductsorservices(43%)
1
2
3
4
5
22% 22%
31%
58% 59% 52%
21% 19% 17%
Visionandstrategy
Executionandimplementation
Ongoingoperations/maintainingreliability
Self-AssessmentofTechCapabilities
Excelinthisarea
Generallyproficient,butroomforimprovement
Lotsofroomforimprovement
74%
24% 2%
GenerallyaprimaryfactorGenerallyasecondaryfactorGenerallyanon-factor
RoleofTechinReachingBusinessObjectives
People
Technology
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
As technology evolves, so does the need for business andemployees of all types to keep up. Gaps in skills not only hold abusiness back from achieving further success, but negativeimpacts also are seen in key business areas by 94% oforganizations. Consider that more than half of businesses reportlower staff productivity due to skills gaps, or that one-third havelower sales or profitability due to gaps in skills.
Skills gaps are not analogous to IT alone. In fact, when skill gaps/ levels of proficiency are compared across six businessfunctions, IT still ranks in the top three, but a greater level ofgaps are reported with marketing and sales / businessdevelopment. Gap / proficiency ratings for IT rate similarly tooperations. And in comparison, skill gaps are less of an issueamong customer service and accounting / finance functions.
AssessmentofOverallSkillGapsAcrossFunctions:86% Marketing83% Sales/Businessdevelopment82% IT82% Operations74% Customerservice73% Accounting/Finance
WaysSkillsGapsNegativelyImpactBusiness
30%
32%
32%
33%
38%
52%
Inabilitytokeepupwithcompetitors
Insufficientcybersecuritysafeguards
Insufficientspeedtomarketwithnewproducts/services
Lowersalesorprofitability
Lowerlevelsofcustomerservice/engagement
Lowerstaffproductivity
STATE OF THE OVERALL SKILLS GAP
When it comes to the concept of a workforce “skills gap,”most IT and business executives recall hearing or seeingsomething about it (86% definitely or maybe), regardless ofjob role. However, it is a more prevalent concept within ITcompanies vs. organizations outside the IT industry, as well asamong those who view technology as a primary factor inreaching business objectives.
Nearly half report that the skills gap situation at theirorganization has grown in scope / depth over the past twoyears (46% significant + moderate growth). Interestingly,executives and business managers report significant growth inskills gaps at a greater rate than their IT executive / managercounterparts. Perhaps less surprisingly, IT businesses ororganizations with 15 or more IT employees are also morelikely to see significant growth in skills gaps.
TopImpressionsAboutthe“SkillsGap”
1. Toomanyworkerslackadvancedskills[96%]
2. Segmentsofworkersarefallingbehind[93%]
3. Skillsgapscansometimesbeattributedtogenerationaldifferencesintheworkplace[92%]
4. K-12schoolsarenotsufficientlypreparingstudentsfortoday’sjobs[89%]
5. Collegesarenotsufficientlypreparingstudentsfortoday’sjobs[87%] NETagreement(somewhatagree+stronglyagree)
57%Nearly6in10large-size
firmsreportagrowinggap
44%Justover4in10medium-sizefirmsbelievethegapis
growing
47%Nearlyhalfofsmall-sizefirmsindicatea
growinggap
23%Lessthanaquarterofmicro-size firmsthinkthegapis
growing
NETgaps(90%proficientorless)
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
Regardless of the measurement of skills gaps, perceptions arereal nonetheless. The top impression shared by most IT andbusiness executives is that too many workers lack advancedskills. Fortunately, this is a relatively easier, more tangible areato address via improved training efforts focused on specializedtopics. Already, nearly all organizations provide at least somesupport for professional development, training, or continuingeducation for their IT workers to keep up to date with theirskills, albeit mostly at an informal-strategy level. Still, moreemployer support is needed and would be welcomed as ITprofessionals already have a penchant for continued learningand desire additional training resources.
STATE OF THE IT SKILLS GAP
Delving further into the IT skills gap, 8 in 10 IT and businessexecutives are at least somewhat concerned with the IT skillsgap at their organization. One-quarter are very concerned(25%). Who is significantly more concerned about the IT skillsgap?• Companies in the IT industry• Firms where tech plays a primary role to business• Organizations with 100 or more employees• Organizations with 15 or more IT employees• Entities that report skills gaps are growing significantly• Workers in the age range of 30-34 years
There are many other possible influences beyond workperformance and tech changes that may play into IT skills gapconcerns. Managers may use the skills gap discussion as acatchall for workplace challenges that are more so a factor oflabor market dynamics or even personal experiences orbeliefs.
An accurate evaluation of the IT skills gap is more difficultwhen fewer than half of organizations report having a goodhandle on identifying and assessing skills gaps themselves(44%). The 27% who often struggle are more likely to beoutside the IT industry (e.g. professional services, education,manufacturing, healthcare / medical, financial / banking /insurance), IT or business managers (vs. executives), have 1-4IT employees, or are younger than 45 years of age.Conversely, those who feel like they have a good handle on itare more likely to be in the IT industry, executives, have 15 ormore IT employees, or are in the 30-34 years age range.Another 27% are in-between the two end points, with apretty good handle on some roles and skills, but struggle withidentifying and assessing gaps in other roles.
1. EmergingTech,i.e.IoT,AI, automation[59%]
2. Integratingdifferentapps,datasources,platforms,devices[59%]
3. Cloudinfrastructure/ cloudapps[57%]
4. Digitalbusinesstransformation/modernizinglegacyhardwareorsoftware[57%]
5. Cybersecurity[55%]
6. Softwareorappdevelopment[55%]
7. Datamanagement/dataanalytics(bigdata) [53%]
TopITSkillsGapAreas
NETgaps(moderate+significantgaps)
“Beingabletointegratenewsoftwarequicklyenough,andhavingefficientpeopletodoso.”-- SeniorITexecutiveinprofessionalservicesindustry
“…Ithinktherecanbe,andsometimesis,agenerationalgapwithregardstonewtechnologyandmethods,butIdon’tthinkthisisthelargestreasonforanygaps.Forinstance,there’saguyhereinhisearly60swho’smoreknowledgeableaboutemergingtechnologythansomeoftheguyshereintheir20sorearly30s.Ithinkitlargelydependsonthepersonandtheirdesiretolearn.”-- SeniorITexecutiveinfinancial/banking/insuranceindustry
One-thirdoflargefirmsarevery
concernedabouttheITskillsgap
39%
40%
42%
46%
47%
Projectmanagement
Webdesign/development/management
Storage/databack-up/disasterrecovery
Emergingsoftwareplatforms
Effectivelyaligningtechnologywithbusinessobjectives
TopDigitalBusinessTransformationSkillsGapConcerns
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
TopCybersecuritySkillsGapConcerns
59%
35%
ExistingITworkers
NextgenerationofITworkers
40%
42%
42%
50%
57%
Riskmanagement/mitigation
Networkmonitoring/accessmanagement
Cloudsecurity
Firewalls/antivirussafeguards
Datalossprevention/datasecuritybestpractices
Cybersecurity skills gap concerns manifest themselves in twoways. The first way is the direct referencing of expertise orexperience shortcomings that pertain to some aspect ofcybersecurity. The top skills gap mentions include: datasecurity, traditional security safeguards such as firewalls andantivirus software, and cloud security.
The second way is indirectly through practices or pursuits thatinevitably have a cybersecurity component. For example, 6 in10 organizations report skills gap challenges that inhibit theintegration of different applications, data sources, platforms,or devices. This is a critical step for organizations seeking tomodernize through business transformation. Whilecybersecurity is not specifically mentioned, it is an impliedrequirement.
Similarly, organizations testing the waters with IoT, artificialintelligence, or robotics, for example, face skills gaps due tothe emerging and fluid essence of these technologies. It takestime for training material and opportunities for workers togain experience to catch up. As described above, security bestpractices, and the corresponding skill sets, must be a priorityfrom the onset.
TopCitedStrategiesforAddressingSkillsGapChallengesAmongtheITWorkforcePipeline
1. Betterwaystoprovideon-the-jobexperience,suchasinternships
2. Betterwaystoprovideintensejobtraining,suchasapprenticeships
3. EarlystudentexposuretocareersinIT
4. Certifications/credentialstovalidateskillsandknowledge
5. Betterassessments/methodsforevaluatingtheskillsofjobcandidates
1
2
3
4
5
When given the choice between focusing skills gapimprovement efforts on existing IT workers or the nextgeneration of IT workers, a majority of survey respondentspreferred to focus on existing workers. This speaks to short-term self-interests, which makes sense given the segment oforganizations struggling to keep up with skills gap challenges.
However, with nearly 800,000 looming IT worker retirementsthrough 2024,* delaying efforts to address the quantity andquality of the talent pipeline will only exacerbate the problem.
Among possible strategies cited for addressing skills gapchallenges among the IT workforce pipeline, respondentsemphasized the need for better approaches to enablecandidates to gain relevant work experience and on-the-jobtraining. Although the practice of apprenticeships has beenaround for hundreds of years, there has been renewed interestof late in applying the concept to fields not traditionallyassociated with apprenticeships, such as IT. The researchconfirms this assertion with about half of respondentsindicating the concept of apprenticeships for IT occupationsdefinitely has merit, while 39% indicate it probably has merit.
PreferenceforWhereOrganizationsWanttoFocusSkillsGapImprovementEfforts
[don’tknowresponsesnotshown]
43%
47%
49%
52%
57%
Mentoring/guidancefrompeers
Instructor-ledcourse/Classroominstruction
Webinars
Conferences/workshops
E-learning/Onlineself-directedtraining
TopTypesofITTrainingEncouragedforITStaff
“ApprenticeshipProgramAimstoFillCybersecurityJobs“
FURTHER READING
*CompTIAanalysisofEMSIandBLSdata
Copyright(c)2017CompTIAProperties,LLC,AllRightsReserved|CompTIA.org|[email protected]
RESEARCHMETHODOLOGY
ThisquantitativestudyconsistedofanonlinesurveyfieldedtoITandbusinessexecutivesduringFebruary2017.Atotalof600professionalsbasedintheUnitedStatesparticipatedinthesurvey,yieldinganoverallmarginofsamplingerrorproxyat95%confidenceof+/- 4.0percentagepoints.Samplingerrorislargerforsubgroupsofthedata.
Aswithanysurvey,samplingerrorisonlyonesourceofpossibleerror.Whilenon-samplingerrorcannotbeaccuratelycalculated,precautionarystepsweretakeninallphasesofthesurveydesign,collectionandprocessingofthedatatominimizeitsinfluence.
CompTIAisresponsibleforallcontentandanalysis.AnyquestionsregardingthestudyshouldbedirectedtoCompTIAResearchandMarketIntelligencestaffatresearch@comptia.org.
CompTIAisamemberofthemarketresearchindustry’sInsightsAssociationandadherestoitsinternationallyrespectedCodeofStandards.
ABOUTCOMPTIATheComputingTechnologyIndustryAssociation(CompTIA)isanon-profittradeassociationservingasthevoiceoftheinformationtechnologyindustry.
Withapproximately2,000membercompanies,3,000academicandtrainingpartners,100,000-plusregisteredusersandmorethantwomillionITcertificationsissued,CompTIAisdedicatedtoadvancingindustrygrowththrougheducationalprograms,marketresearch,networkingevents,professionalcertificationsandpublicpolicyadvocacy.
USEFULRESOURCES
RESEARCH
CompTIApublishes20+studiesperyear,addingtoanarchiveofmorethan100researchreports,briefs,casestudies,ecosystems,andmore.Muchofthiscontentincludesworkforceanalyses,providinginsightsonjobs,skills,hiringpractices,andprofessionaldevelopment.
CompTIAResearchLibrary
CERTIFICATION
CompTIAistheleadingproviderofvendor-neutralskillscertificationsandeducationoftheworld’sITworkforce.CompTIAhasfourcertificationcategoriesthattestdifferentknowledgestandards,fromentry-leveltoexpert,incloudcomputing,mobility,Linux,networking,security,helpdeskandtechnicalsupport,servers,projectmanagementandothermission-criticaltechnologies.
CompTIACertificationandResources
LEARNING
CompTIA’sunparalleledrangeofprogramsfosterworkforceskillsdevelopmentandgeneratecriticalknowledgeandinsight– buildingthefoundationfortechnology’sfuture.
CompTIAAuthorizedPartnerProgram
CompTIACertMaster
CREATINGITFUTURES
Foundedin1998byCompTIA,CreatingITFuturesisa501(c)(3)charitywiththemissionofhelpingpopulationsunder-representedintheITindustryandindividualswhoarelackingtheopportunitytopreparefor,secure,andbesuccessfulinITcareers.
CreatingITFutures
