US IT Job Creation Growing Fastest In Non-Traditional Sectors And Geographies

US IT Job Creation Growing Fastest In Non-Traditional Sectors And Geographies

As Competition for IT Talent Heats Up Across Industries, Companies Must Think
Beyond Traditional Technology Hubs and Skill Sets to Net Top Workers

PR Newswire

ARLINGTON, Va., July 22, 2014

ARLINGTON, Va., July 22, 2014 /PRNewswire/ --CEB (NYSE: CEB) the leading
member-based advisory company, today announced that the US remains a global
leader in IT job creation with nearly 440,000 IT jobs advertised across 2013.
Based on the company's analysis, the rate of IT job creation through 2018 will
actually be faster outside the Technology sector than within it. This
increased competition for IT talent, coupled with the rapidly evolving skills
required for success in these positions, is creating a new employee supply gap
that will force organizations to think beyond traditional geographic talent
pools and candidate profiles to acquire and retain top IT employees.

CEB analysis of top 15 US cities with an IT worker supply-demand gap

While it is commonly believed that the Technology sector dominates IT hiring,
in reality it employs only 34 percent of the total US IT workforce. These
organizations, historically clustered in states like California, Washington,
Texas, and New York, continue to drive the growth of existing technology hubs,
but new cities like Phoenix, Denver, Atlanta, Philadelphia and Oklahoma City
are emerging as notable demand areas as employers of IT workers become more
varied.

In fact, over the next five years, the proportion of the total number of IT
jobs created by the Technology sector is projected to stall or decline, while
non-tech industries—like Manufacturing, Automotive, Healthcare and Retail—are
set to realize large net gains in IT jobs created. Given that many of these
companies have historically been based in non-coastal states and cities, the
result is a growing geographic diversification of the IT workforce.

"The speed of change and hyper-specialization of skills in the IT workforce is
creating competitive disruption," said Jean Martin, executive director, CEB.
"We need to start thinking beyond Silicon Valley when searching for qualified
IT workers and leverage new tools to determine where to locate talent, who to
target and how to win against talent competitors. We also need to invest more
heavily in measuring and developing employee potential rather than seeking out
the perfect resume since the skills we want today may be obsolete three years
from now. It's the new reality for companies that want to succeed in today's
dynamic work environment and the winners will be those companies who use
location-based planning intelligence as a source of unique competitive talent
advantage."

As IT skills become move pivotal to a wide range of business operations, six
new roles are emerging that further constrain the IT talent pool, including:
technology brokers, cloud integration specialists, collaboration evangelists,
service architects, user-experience designer, and information insight
enablers. For example, employers posted 165,000 job openings for Big Data
Scientists relative to an installed pool of only 185,000 professionals across
the US. This compels companies to source candidates outside of San Francisco
and Boston in emerging hubs like Dallas and St. Louis.

Companies in search of IT talent can take a variety of steps to mitigate the
pressures of the employee supply gap, including:

  oBuilding a compelling employment brand—Identify the specific likes and
    dislikes of ideal IT candidates in order to design messages that portray
    the organization's "best offer" for scarce talent.
  oRethinking location planning strategies—Ensure that in addition to
    traditional economic considerations and executive relationships, the
    organization analyzes how dynamics of talent supply, cost and competition
    can create competitive advantage. Understand too, the competition for the
    required skills or candidate profile, which influences the cost of talent.
  oInvesting in workforce development and education
    partnerships—Buildproprietary sources of fresh talent by supporting
    online learning communities or partnering with colleges and universities
    to shape education programs that align to company demand forecasts.
  oScreening employees for potential not performance—Given the speed at which
    IT skills become obsolete, measure IT job candidates' competencies,
    assessing for potential (i.e.: ability to learn quickly and apply
    judgment) rather than past performance in a similar job.

CEB's IT employment analysis has informed a variety of corporate and
government planning initiatives. Findings were recently cited by the White
House in support of its effort to improve job training for in-demand jobs, and
were presented for consideration to state governing bodies, including the
National Governor's Association.

To arrive at its findings, CEB conducted a comprehensive market analysis
covering more than 900 cities, 100 countries, 1,000 skills and exploring their
relative supply of IT talent against available jobs across all industry
sectors. This was conducted using its CEB TalentNeuron offering, which
leverages big data technologies and proprietary analytics to deliver unique
talent market data, insights and decision-support tools to determine where to
locate talent, who to hire and how to gain strategic competitive advantage
through effective talent planning and management.

Visit us to download the findings or to learn more about CEB TalentNeuron
insights.

About CEB

CEB, the leading member-based advisory company, equips more than 10,000
organizations around the globe with insights, tools,and actionable solutions
to transform enterprise performance. By combining advanced research and
analytics with best practices from member companies, CEB helps leaders realize
outsized returns by more effectively managing talent, information,
customers,and risk. Member companies include nearly 90% of the Fortune 500,
more than 75% of the Dow Jones Asian Titans, and 85% of the FTSE 100. More
atcebglobal.com.

Photo - http://photos.prnewswire.com/prnh/20140722/129488

SOURCE CEB

Website: http://www.cebglobal.com
Contact: Leslie Tullio, 571.303.5689, ltullio@executiveboard.com
 
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