CIOs are having a harder and harder time finding people to fill the gaps created by new and emerging technologies. Unlike the common practice of having one person who was an expert in one discipline, CIOs now find a need to hire people who have multiple disciplines. This article by Lucas Mearian highlights some of the challenges, and some of the solutions, CIOs have come up with. For instance, take the trouble that David Richter faced:
David Richter, vice president of Infrastructure Solutions at Kimberly-Clark, said he recently revamped the IT titles in his department, cutting the number of job descriptions from more than 350 to about 40. “We definitely have a skills gap. I need a broader bench. I need people who have two or three areas of expertise,” he said.
Part of what Richter did was create individual development plans for his people, allowing them to gain skills in multiple areas while also benefitting from the expertise they already had. This type of training allows CIOs to expand skillsets while still keeping the IT budget low.