One Size Doesn't Fit All

As skills become more specialized, talent strategies must be driven not only hierarchically through an organization but also vertically, notes Antonia Macrides, director of Australian-based executive recruitment firm BOMweb Search and Selection. There is danger in assuming that the "one size fits all" approach continues to work as markets become more specialized and Generation Y becomes more prevalent in the workforce, she says. The best sourcing strategies are achieved when the complexities of a category have been considered and defined through deep analysis - including market, risk, supplier and total cost of ownership (TCO) analysis.

Macrides says there is no reason why the same TCO model used for the procurement of hardware and software should not be used in determining the optimal talent strategy for the IT department. "Imagine a graph with 'talent scarcity' running along one axis and 'complexity of role' running along the other. Complexity may include the difficulty of training individuals into the role and the risk of having the role vacant," she says.

"Plotting out the roles within your team along these axes will assist in designing your talent strategy. For example, a PKI [public key infrastructure] security consultant may feature high on both the complexity and the scarcity axes whilst a help desk administrator may feature between low and mid level on both axes. The strategy, which includes recruitment, retention, development, deployment and advancement, should have flex depending in which quadrant the role fits. In some skill areas you may expect high turnover, which will then determine your recruitment and training strategy within that vertical skill."

However, Macrides warns that an organization's PKI security talent strategy should differ substantially from its help desk administrator strategy. While an organization may look to build its own talent in PKI, the talent scarcity makes retention critical. It will also need to augment the strategy by getting a specialist recruitment provider on board and by formulating a clear succession plan.

"The best outcome in this quadrant may be to 'in-source' these skills from a specialist IT security consultancy or to 'rent' interim specialists to deliver projects and coach staff," she says. "This consultancy strategy will change your focus from training and retention to the task of managing key performance indicators, including the transfer of knowledge with your vendor.

"Understanding not only the acquisition costs like recruitment fees and process in each skill area but also the risks and mitigation strategies in retaining or switching supply options is key in developing a sound talent management strategy," Macrides says.