Dig­i­tal Tal­ents will Re­de­fine Tech Hir­ing in 2017

The rapid changes in tech­nol­ogy in­dus­try has re­de­fined the tal­ent hir­ing land­scape, and with new busi­ness pri­or­i­ties, the com­pa­nies are ex­pected to hire can­di­dates with strong fun­da­men­tals through var­i­ous dig­i­tal and non-tra­di­tional plat­forms

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As the tech in­dus­try lays down dig­i­tal trans­for­ma­tion plans for 2017, at­tract­ing the right ‘dig­i­tal tal­ents’ fig­ures high on its agenda. In­no­va­tive hir­ing and em­ployee en­gage­ment mod­els will re­place tra­di­tional HR prac­tices as the tal­ent land­scape gets re­de­fined.

When we talk about tal­ent cri­sis, it is not some­thing that is new to the IT in­dus­try. The in­dus­try has for­ever faced the big chal­lenge of at­tract­ing and hir­ing the best en­gi­neer­ing tal­ents. But with tech com­pa­nies cur­rently be­ing at the fore­front of ma­jor dig­i­tal trans­for­ma­tions, the chal­lenge now is to find and de­velop dig­i­tal tal­ents that could help ac­cel­er­ate the pace of th­ese tran­si­tions. A task that is go­ing to drive new ap­proaches to tal­ent search and hir­ing and would re­quire tra­di­tional hir­ing prac­tices to be re­placed with dig­i­tal hir­ing mod­els.

With peo­ple-led in­no­va­tion be­ing a key dif­fer­en­tia­tor, it is ex­tremely cru­cial for or­ga­ni­za­tions to hire can­di­dates who are the right cul­tural fit. Also, start-ups emerg­ing as at­trac­tive work­places are also mak­ing the com­pe­ti­tion much more in­tense. Hence we will see hir­ing mod­els go dig­i­tal as com­pa­nies seek faster turn­around times and bet­ter ROIs from their peo­ple in­vest­ments. In this back­drop, 2017 will see some of th­ese trends evolve.


The rapid pace of tech­nol­ogy changes has re­de­fined the tech tal­ent land­scape. New busi­ness pri­or­i­ties like customer ex­pe­ri­ence, agility and an­a­lyt­ics are giv­ing rise to new job roles and ca­pa­bil­i­ties. Ac­cord­ing to Mckin­sey re­search, “In the next five years, the de­mand for tal­ents to de­liver on new ca­pa­bil­i­ties will sig­nif­i­cantly ex­ceed sup­ply; for ag­ile skills, de­mand could be four times sup­ply, for big data tal­ent it could be 50% to 60% greater than pro­jected sup­ply.”

New tech­nolo­gies like cloud, big data, ar­ti­fi­cial in­tel­li­gence, etc are go­ing to have a sig­nif­i­cant im­pact on job pro­files.

Also, with the chang­ing tech de­mands, cer­tain skills are go­ing to be more sought af­ter. Ac­cord­ing to data from World Eco­nomic Fo­rum, there would be greater de­mand for data an­a­lysts. “Data An­a­lysts, spe­cial­ized sales and mar­ket­ing pro­fes­sion­als, prod­uct de­sign­ers, ar­chi­tects and en­gi­neers will con­tinue to be in de­mand. We are also likely to be­come well-ad­justed to the con­cept of mar­ket­ing tech­nol­o­gists. For tra­di­tional roles, we are most likely to com­bine con­ven­tional hir­ing and up-skill ex­ist­ing work­force. For some more niche and emerg­ing roles, we are in the process of de­vel­op­ing strate­gies to re-skill, train and pro­mote em­ploy­ees from within the ex­ist­ing ecosys­tem. Our fo­cus in 2017 will be equip­ping our ex­ist­ing re­sources to take up th­ese niches as more chal­leng­ing roles,” says, Re­vathy Reddy, HR Di­rec­tor, In­sid­eView.

SMAC, IoT, Full Stack and DevOps en­gi­neers, CRM will be the fla­vor of 2017. Com­pa­nies that are in­vest­ing in long term pipe­line cre­ation through can­di­date-con­nect pro­grams will reap the ben­e­fits of on-de­mand ful­fill­ment —Pankaj Khanna, Tal­ent Ac­qui­si­tion, Mindtree With mil­len­nial be­ing a bulk of the work­force, com­pa­nies will need to in­vest in new ways of at­tract­ing and en­gag­ing with po­ten­tial re­cruits. Th­ese meth­ods will have to re­flect the ease and seam­less­ness of the dig­i­tal ex­pe­ri­ences that they are used to —Un­mesh Pawar Global Hu­man Re­sources Man­ag­ing Di­rec­tor – Prod­ucts Op­er­at­ing Group, Ac­cen­ture

The Dig­i­tal Hir­ing Model is likely to move into fo­cus for the in­dus­try. We are likely to ex­pand the use of LinkedIn, Twit­ter along­side our ex­ist­ing us­age of on­line job por­tals. Em­ployee re­fer­rals will con­tinue to be big as it of­fers a bet­ter ROI —Re­vathy Reddy, HR Di­rec­tor, In­sid­eView Tra­di­tional SaaS Soft­ware tools will start giv­ing way to the likes of Face­book , LinkedIn and Min­tMesh with their Post SaaS ori­en­ta­tion and GenY ap­proach. In other words, we are in for a dis­rup­tive new world for hir­ing tal­ent —Ajay Ra­yaroth, Man­ag­ing Di­rec­tor In­dia, Min­tMesh En­ter­prise


It is not just about bet­ter customer ex­pe­ri­ences, or­ga­ni­za­tions are think­ing se­ri­ously about cre­at­ing bet­ter ex­pe­ri­ences for em­ploy­ees and po­ten­tial can­di­dates. Em­ployee ad­vo­cacy is go­ing to play a vi­tal role. “We be­lieve in treat­ing our can­di­dates like cus­tomers and we reg­u­larly seek feed­back. Com­pa­nies are widely ac­knowl­edg­ing the power of em­ployee ad­vo­cacy. For ex­am­ple, we con­duct anony­mous sur­veys for our new hires, to gauge their re­sponse on the hir­ing ex­pe­ri­ence. Three months ago, we also started sur­vey­ing those can­di­dates who did not get hired into Dell, to share their ex­pe­ri­ences with us. At Dell, we be­lieve that ev­ery can­di­date, whether hired or not, is crit­i­cal to our brand in the mar­ket­place,” says Savneet Shergill, Di­rec­tor, In­dia Tal­ent Ac­qui­si­tion, Di­ver­sity and In­clu­sion Dell.


As the de­mand sup­ply gap widens, we will also see com­pa­nies in­creas­ingly look­ing at hir­ing for abil­i­ties and train­ing for spe­cial­ized skills, as well as go­ing be­yond big brands and in­sti­tu­tions to hire can­di­dates with strong fun­da­men­tals. At­tributes like adapt­abil­ity and learn­ing ca­pa­bil­ity will be given more con­sid­er­a­tion in the hir­ing process, as com­pa­nies look for can­di­dates who can swiftly adapt to chang­ing busi­ness needs, learn and up­skill on the go. “With the rapid ad­vance­ment in tech­nolo­gies, com­pa­nies will need good ath­letes who can play in any track and any field. From a tech­nol­ogy stand point the es­sen­tial skills will be mo­bil­ity, an­a­lyt­ics, se­cu­rity, ro­bot­ics,” stated Un­mesh Pawar, Global Hu­man Re­sources Man­ag­ing Di­rec­tor – Prod­ucts Op­er­at­ing Group, Ac­cen­ture.


So­cial me­dia has al­ready evolved as a sig­nif­i­cant chan­nel for hir­ing. This will gain more traction as an in­creas­ing num­ber of re­cruiters turn to so­cial chan­nels for spot­ting the right tal­ents. “The ad­vent of so­cial me­dia has made the vis­i­bil­ity and avail­abil­ity of ac­tive and pas­sive tal­ent eas­ier. This cre­ates the need for em­ploy­ers to man­age their so­cial me­dia strat­egy ef­fec­tively. While it helps for

em­ploy­ers to have ac­cess to po­ten­tial hires, can­di­dates also have ac­cess to in­sights on what it means to work for an or­ga­ni­za­tion through plat­forms like Glass­door,” says, Shergill. So, em­ploy­ers are go­ing to be more cau­tious about their so­cial me­dia pres­ence.


It is in­cred­i­bly clear that dig­i­tal busi­nesses will face unique chal­lenges that will drive spe­cial­ized skill re­quire­ments. To meet the de­mand, com­pa­nies will have to al­ter their strate­gies and look for in­no­va­tive ways of hir­ing and re­tain­ing peo­ple. Skill upgra­da­tion and train­ing will play a key role in de­vel­op­ing req­ui­site skill sets. “In In­dia, the sup­ply-de­mand gap for th­ese skills is very wide as of today and it is be­lieved th­ese skills have to be bought as part of the col­lege/pro­fes­sional course cur­ricu­lum to build the pipe­line and mak­ing stu­dents ready for the mar­ket as they grad­u­ate. Large or­ga­ni­za­tions also need to in­vest not just in cre­at­ing aware­ness within their crew re­gard­ing the ne­ces­sity for con­stant skill upgra­da­tion but also fund in­ter­nal projects giv­ing peo­ple op­por­tu­nity to ap­ply the knowl­edge they ac­quire,” Ajay Ra­yaroth, Man­ag­ing Di­rec­tor In­dia, Min­tMesh En­ter­prise.

As dig­i­tal trans­for­ma­tion pro­gresses, com­pa­nies will have to be proac­tive in terms of plan­ning ahead and pre­par­ing for the fu­ture. New tech­nolo­gies that help drive en­gage­ment for em­ploy­ees as well as po­ten­tial can­di­dates will see more traction.

“Em­ploy­ers will need to ap­proach the tal­ent mar­ket­place as they would ap­proach po­ten­tial cus­tomers. Set­ting up a can­di­date en­gage­ment plat­form to at­tract, in­form and in­trigue a po­ten­tial new hire will be im­per­a­tive. Tra­di­tional hir­ing mod­els where a can­di­date waits for weeks on end to get a re­sponse, if at all will spell dis­as­ter and po­ten­tially lead to an ero­sion of the em­ployer’s brand in the mar­ket­place. More modern so­lu­tions that can sup­port an on-de­mand, any­time hir­ing model is likely to dom­i­nate the mar­ket­place,” adds, Ra­yaroth.

With the evo­lu­tion of in­no­va­tive and dis­rup­tive tech­nolo­gies and the urge for tech com­pa­nies to swiftly re­spond to th­ese changes, the na­ture of jobs will get more and more com­plex. Or­ga­ni­za­tions will ag­gres­sively ex­plore a mix of big data, ar­ti­fi­cial in­tel­li­gence and on­line hir­ing tech­niques to win the tal­ent race. For em­ploy­ees and po­ten­tial can­di­dates, con­stant learn­ing, skill upgra­da­tion and adapt­abil­ity will be the key to lead in the tech dis­rup­tion.

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