What gives ICT specialists the leading edge?
In the high-demand world of ICT specialists, the sad fact is that the best talent doesn’t always produce great results. We know that hiring and retention is an expensive art and market competitiveness is vital, so what clues can help ensure that the technological whizz kid actually performs according to expectations?
When analysing 181 jobs at 121 companies worldwide, it turned out that the abilities most vital for success are:
Until recently, most organisations treated technology as part of the infrastructure. Like plumbing and electricity, it was something that supported the running of the business and, as long as employees had the required hard skills, they were left to get on with it. However, now that technology is a key business driver, technical genius is no longer an excuse for poor relationship skills and incomprehensible communication.
The ability to communicate and work across the spectrum enables the necessary understanding to programme effective business applications. Technicians are an integral part of the organisation and need to meet business objectives and see the impact of what they do. Communication and collaboration skills, both within and outside of the ICT department, are now part of the job requirement.
In researching top Computer Programmers and their ability to produce effective programmes, it was found that ten percent exceeded the average performers by 320%. One percent of these hot shots exceeded the average by 1 272%! What was the secret of these superstar performers? Assessments revealed:
In other words, once again it was shown that the critical difference is not dependent on hard skills. The best performers collaborated, rather than competed: this is truly the simple clue to highly effective production.
In our experience this information overwhelms many. It is clear that interpersonal skills are essential, but businesses continue to flounder when it comes to integrating this information into business practice. How does one apply this knowledge in a meaningful way? Can you teach collaboration skills? The answer is that these qualities can be facilitated, but they require an equally collaborative, flexible and trustworthy approach.
The first step is for the organisation to genuinely value the importance of skills that were previously undervalued in the hard-core business world and are difficult to analyse with one-dimensional standardised formats. (Assessing people’s innate abilities with rigid tests and tools has long proved inaccurate, in spite of the fact that most corporate cultures prefer such neat and tidy modalities.)
Recognise that many managers lack these skills themselves and resort to old-style leadership that crushes creativity, flexibility and change. This makes it impossible for them to effectively identify the best blend of essential skills that will move the organisation forward. In some cases, the need is identified and named, but it goes no further than that, or is applied in an ineffective ad hoc way.
The good news is that commitment to adaptation can make a visible difference in a short time. If an organisation allows processes that develop employees’ innate communication abilities and supports authentic change by aligning the culture to match, most employees rise to the occasion and reveal hidden talents. People usually jump at the chance to contribute to environments where they can express themselves, feel as if their input is valued and be a key player in an effective team.
(And interestingly, happy employees are not only more successful and productive - they stay in their jobs longer too!)