Cómo las empresas pueden atraer y retener talento tecnológico. Y es que, no todos los profesionales de TI son adecuados para su empresa.
La primera regla a seguir es evitar el lenguaje comercial formal tanto en la descripción del trabajo como en el curso del mismo. Recientemente, las profesiones de TI han demostrado su valor excepcional para varias áreas comerciales. El trabajo realizado por los departamentos de TI durante la pandemia ha permitido a las empresas pasar rápidamente al trabajo remoto.
Sin embargo, la transición de la economía al comercio electrónico en los últimos dos años ha sido más rápida que el surgimiento de nuevo personal y profesiones para industrias innovadoras. Esto fue consecuencia de la escasez general de personal de TI en el mundo tanto en el pasado como en este año.
El desequilibrio entre la oferta y la demanda se ve reforzado por las agencias de contratación, que literalmente sobrecalientan el mercado de contratación con altas ofertas para quienes buscan trabajo en TI. Los buscadores de empleo se acostumbran rápidamente a los altos salarios, y la percepción del futuro empleador y la oferta se distorsiona en gran medida.
En esta situación, se vuelve más importante retener al personal en la empresa con la ayuda de la cultura corporativa. Hoy hablaremos sobre qué métodos se pueden aplicar para retener al personal en la empresa y cómo solucionamos el problema de contratar empleados en especialidades que antes no existían.
Por ejemplo, si una empresa buscaba en 2018 un especialista para el puesto de Customer Success Manager para una startup. La posición de CSM se puede atribuir a una profesión de TI relacionada: requiere una comprensión tanto del negocio de la construcción como de las tecnologías de la nube.
Por supuesto, no había especialistas preparados en el mercado. De hecho, tenías que entrenar a CSM desde cero. Todos los negocios b2b digitales modernos ahora están experimentando un problema similar: hay muchas profesiones en el mercado donde el conocimiento de los lenguajes de programación ya no es suficiente para un trabajo efectivo, se necesita una comprensión profunda de la industria de las tareas de un negocio en particular.
En el contexto del desarrollo dinámico de las tecnologías digitales, las habilidades blandas son lo primero: en qué medida el solicitante está listo para sumergirse rápidamente en el conocimiento del producto, si puede reconstruir su pensamiento algorítmico en una habilidad funcional, en una palabra, cómo convertirá los datos analíticos en una solución automatizada a los problemas de los clientes.
La única estrategia que se puede implementar aquí es no tener miedo de contratar a personas inteligentes y ambiciosas sin experiencia relevante en su industria, pero con competencia en el desarrollo de un producto real. Hay que evitar a los principiantes en este caso, aquellos que acaban de completar cursos cortos de capacitación en la profesión de TI.
El conocimiento teórico no proporciona a los solicitantes las habilidades necesarias. El proceso de transferencia de conocimientos puede basarse en los principios de la tutoría de TI. Esto se aplica tanto a los analistas y especialistas de productos, como a los desarrolladores.
En resumen, no tienes que esperar a que un nuevo empleado tenga exactamente la experiencia que indicaste en la descripción del trabajo. El proceso de readiestramiento es ahora inevitable. La industria está en constante cambio. Lo que era relevante hace tres o cinco años ya no tiene demanda.
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