Address talent gaps in emerging and legacy technologies
Building a strong IT team requires having the right mix of people who can tackle both today’s challenges and tomorrow’s unknowns. Right now, leaders in IT are staring down two problems: not enough talent in cutting-edge areas like AI, cloud management, and automation, and a shrinking pool of expertise for legacy systems. It’s an issue that cuts both ways, and ignoring either side can cost your business dearly.
Take legacy systems. These are what keep things like hotel reservation systems humming along. When they crash though, it can mean thousands of dollars lost per hour. The problem? Baby boomers (the people who know these systems inside and out) are retiring. Their replacements, meanwhile, are often trained on slick, abstracted tools like graphical interfaces. Handy for quick fixes, sure, but when something goes wrong deep in the code, those tools don’t cut it.
Then there’s also the fast-evolving tech world to consider, wherein AI and automation are disrupting how companies operate. Talent in these areas is tough to find. Without skilled people to take the lead, your company risks falling behind.
Partner with educational institutions to develop a strong IT talent pipeline
Think about the value of teaming up with schools. Universities and community colleges are brimming with students eager to learn, but they need direction. That’s where businesses step in. Working together, you can shape curricula to match the skills your industry needs. While it’s no small task, it is a win-win scenario, as schools stay relevant, and you get access to talent trained specifically for your challenges.
Internships are the gold standard here. When students tackle real-world IT problems under the guidance of your team, they’re both learning and auditioning. You get to see their skills in action before they even hit the job market. And for those looking for specialized skills, there are programs like the IBM Academic Initiative. It’s a standout example of how corporate partnerships can teach niche skills like mainframe software, which are often overlooked but still essential.
If your organization isn’t actively involved in shaping the talent pool, someone else will be. And when the next AI revolution hits, you’ll want the brightest minds already on your team.
Leverage internal mentoring programs to build strength
The best way to future-proof your IT team is to tap into the knowledge you already have. Experienced employees (especially those nearing retirement) offer vast collections of expertise. The key is convincing them to share it.
Mentoring must be more than a feel-good initiative, and should be seen as strategy. Pair seasoned veterans with younger employees and give them real-world projects to work on. The mentees gain confidence and competence, while the mentors get the satisfaction of leaving a legacy. By the time your experienced pros retire, their knowledge will live on in the next generation.
Leaders need to focus on creating a culture of learning. Employees who feel invested in tend to stick around, and a strong mentoring program can be a major draw for top talent.
Use consultants to fill immediate skill gaps and transfer knowledge
Sometimes, you don’t have the luxury of time. You need expertise now, and that’s where consultants come in. But hiring them shouldn’t just be about plugging a hole. A good consultant, while they have the primary focus on deliverables and completing projects, also leave your team better than they found it.
Here’s how to make the most of your investment. First, hire consultants with deep, relevant expertise. Next, insist they document their work thoroughly. This obviously keeps them accountable, but also creates a roadmap for your team to follow once the consultant is gone. Finally, make sure they train your staff.
When a consultant wraps up a project, you should be left with a functioning solution and a more capable team.
The key takeaway here is that should you choose to use consultants, do so strategically.
Hands-on project experience is key to accelerating skill development
You can send your team to all the seminars and certification programs you want, but if they’re not applying what they’ve learned, it’s wasted time. People learn by doing. That’s why hands-on project experience is so important.
The process is straightforward. Train your employees, then immediately put them to work on projects that use their new skills. Pair them with mentors who can guide them through challenges, and watch their confidence grow. This approach builds skills and creates a sense of ownership. Employees who see their work making a real impact are more engaged and more likely to stay. It’s how you turn potential into performance.
Strategies for retaining trained employees
Retention strategies need to create an environment where people feel valued, challenged, and supported. Start by giving your employees meaningful work that excites them. Pair that with clear paths for career growth, and you’ll have a team that sticks around.
Communication is key. Regular check-ins show your employees that their input matters. Recognize their achievements (genuinely and based on real-world constructive feedback), and make sure they know how their work contributes to the bigger picture. And yes, competitive salaries and benefits play a part too, but they’re not the whole story.
Some companies take a more transactional approach, like training reimbursement clauses. These can work in the short term but won’t build long-term loyalty. The better strategy? Create a sense of belonging. People don’t leave jobs where they feel appreciated and connected.
Retention is all about keeping the right people. Build a team that wants to grow with you, and the returns will speak for themselves.
Final thoughts
Are you cultivating a team that can take on both the complexities of legacy systems and the untapped potential of cutting-edge technologies? The future will belong to those who invest in their people, blend innovation with experience, and embrace bold strategies to close the talent gap. So, ask yourself: is your IT team a liability waiting to break, or a force poised to lead?
