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The CIO’s Hiring Headaches Revealed

It takes more than rubbing two sticks together to get a good IT staff these days. Or so says Steve Ranger for Tech Republic in an article about the trials and tribulations of hiring skilled programmers and technicians. A major source of frustration is linked to the shrinking domestic supply of these experts, as more companies seek employees overseas:

For some time it has been argued that the tech industry trend to outsource and offshore IT jobs has made it much harder for college leavers to find new jobs (this then makes turns into a downward job spiral as companies can’t find local staff so have to outsource and offshore even more).

A Downward Cycle

The result of increased offshoring has had several detrimental effects on the CIO’s hiring process. For instance the offshoring / outsourcing phenomena have contributed to the cultural bias that IT is simply a source of overhead that must be brought by the CFO to the price level of a commodity. If tech jobs and training programs are cut out of company budgets, this in turn starves new graduates of career opportunities, making the next generation of students less likely to learn the much needed skills.

Upward Comparisons

From a different angle, some hiring managers complain that they are unable to compete with the salaries offered at Silicon Valley and San Francisco firms. Add to this concern the hyper-fast pace and disruptive nature of emerging technologies, and you have a field of specialization that just isn’t hospitable for new talent. With such a bleak picture from the outside, many companies have taken to retraining their own people to meet the needs they cannot find elsewhere.

Survival Tactics

Whatever the reasons for its occurrence, this talent resource shortage has forced U.S. tech outfits to adopt some unique survival tactics. For instance, the absent supply of individuals skilled in such things as big data, GIS, and information management has been met with a philosophy of ‘hire now train later.’ This act of plucking up individuals with good attitudes and high aptitudes translates to an arduous process but ultimately produces the best cultural fit for the organization.

To read the full article, visit:

About Eric Anderson

Eric Anderson is a staff writer for CAI's Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master's degree in communications at Penn State University.

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