Reimagining Digital Transformations: the crucial talent factors

Across the transformation journey, talent and technology are critical to success, from planning and hiring to managing and developing. Here are the crucial talent factors to consider:

1. Make hiring senior digital leaders a priority to attract talent and enhance your value proposition

The success of digital transformations hinges upon the effectiveness of talent and technology strategies, as well as the capabilities of senior leadership, particularly lead data scientists, who drive the transformation process. These leaders shape the future of the organization in various ways, including candidate screening and hiring, establishing technical standards, and fostering a collaborative, innovative, and high-quality work environment that embraces fast learning and resilience. The careful selection of individuals for these roles is paramount in determining the success of the digital transformation. Therefore, it is crucial to invest ample time in conducting an extensive search.

It is important to note that the right appointment also sets the tone for subsequent hires. The chief digital officer (CDO) plays a pivotal role in shaping the company's employee value proposition to attract additional talent. Allowing the CDO to hire from senior positions downward, starting with key roles like lead data scientists, data engineers, software engineers, and technical architects, facilitates the search for the most suitable candidates. The CDO's experience and credibility serve to persuade top-tier talent to join the organization, taking into consideration various factors such as the coherence of the brand and narrative, appropriate compensation, and how the company addresses lifestyle concerns. These aspects are critical for effective change management. The quality of reports received by the CDO also plays a crucial role in achieving initial successes that drive momentum, such as the successful development of digital products or the establishment of robust technical infrastructure.

In general, organizations risk the overall reputation and viability of their digital transformation programs by attempting to take shortcuts in early hiring decisions. Our experience shows that such shortcuts can lead to delays of six months to a year or even longer. Hence, organizations should proactively set up their digital leaders for success by ensuring that the CDO holds influence and a seat at the decision-making table, and that the program itself is sufficiently substantial to warrant commitment and conviction from the C-suite.

2. Reevaluate and reframe your Value proposition to attract digital talent

While the Chief Digital Officer (CDO) plays a crucial role in shaping the organization's value proposition for talent, it is important to acknowledge that a leader alone cannot accomplish everything. Consider the local hiring market, the available talent pool, and industry-specific factors to enhance your work environment within a local context. Instead of assuming that you will always be in direct competition with tech giants like Google and Amazon for digital talent, recognize that companies often compete with local businesses within their industry to attract key technical roles. 

While meeting minimum requirements such as salary and respected tech leadership, go beyond and consider how your industry can cater to the specific needs of individual candidates. 

In addition, it is crucial to develop a clear understanding of your tech culture. Building a successful organization requires a mix of skills, mindsets, and work preferences, even within a specific technical role. Employers should hire for specific profiles that contribute to the overall organizational mix, and clearly define expectations aligned with different profiles to minimize confusion.

Culture has historically been a major barrier to deriving impact from digital initiatives. Organizations need to assess their current state, define the vision encompassing both strategy and culture, and hire employees based on identified gaps and cultural fit.

Lastly, team dynamics within the cultural landscape play a significant role. Employers should pay attention to collaboration models, considering the importance some employees place on working with teams beyond their own specialties. For example, data engineers collaborating with business functions. It is important to understand the daily experiences of individuals based on the business problems they need to solve and the governance model guiding their work. Peer groups and the expected level of responsibility are equally crucial. Ensure that you accurately convey the level of a given team when pitching to potential employees, as a mismatch between expectations and reality can lead to disinterest and potential attrition.

Explore a career with us: search openings