The Importance of Mending the Technology Leadership Gap

Why closing the technology leadership gap matters

Today’s advanced-level business endeavors come with widespread involvement of technology. Under such scenarios, the organizations searching for technically gifted individuals who can produce great results and contribute to the progress of the company. But are these individuals equipped with the ability to lead?

Now many recruiters are of the opinion that leadership potential often takes a backseat when assessing technology candidates, as the priority lies with technical expertise.

This is the gap that needs to be filled. But the organizations are not prioritizing leadership skills when hiring tech employees, nor are they focusing on sufficient professional development once recruited. Organizations seek better infrastructure, more agile business models that drive customer engagement, but they need better technology leads to achieve business goals. So let’s discuss the importance of bridging this gap more thoroughly.

Skills are swiftly becoming irrelevant

With the boost in technology, the easy learning experiences that allow employees to hone skills quickly and on their own terms are on the rise today. This is leading to the skills becoming irrelevant quicker than ever. “Organizations know they have to develop the skills of the employees faster or they risk those employees changing jobs if they are not challenged or motivated”, suggests Linda Bateman, an academic expert on assignment help.

Instead of the traditional learning methods, the digital era presents many more options for short video instruction and “micro-learning” that are accessible with a few simple clicks.

Archaic ideas about leadership

For many people within the corporate space, the phrase “leader” still signifies an individual whose role is to offer all the answers or solutions. However, the fact is the most impactful leaders are the ones who are efficient at collaborating, influencing, and helping a team or organization unearth the answers.

Multiple research has discovered that some individuals perceive leadership roles as needing tradeoffs with other important aspects, such as family. Those perceptions, regardless of whether they’re true or not, are discouraging many high-potential employees from pursuing leadership development and leadership roles in the field of technology. Overcoming this barrier can close the technology leadership gap for the employees working within the corporate system.

Adequate training for soft skills to enhance the leadership potential

Aside from the fact that technology employees not being perceived as leaders by their non-tech contemporaries, it has also been found that technologists have difficulty in climbing the career ladder, with 39% of organizations lacking a technology expert in leadership positions.

The dearth of technology expertise in leadership roles worsens the gap between technologists and business people. It can further dissuade the tech employees from acquiring the skills they require to lead and stay ahead in their careers.

To address this methodically, organizations should reanalyze their present recruitment and acquisition procedures to involve leadership-centric hypotheticals and review the résumés of the tech experts with a keen eye to gauge the leadership potential. Once tech experts are appointed, the organization should ensure that a career model is in place to determine their trajectory.

Opportunities for advancement

Career advancement is the primary reason why people often consider switching the job, as per the research. Some young leaders leave the organizations because they don’t receive any promising opportunities for growth. They also don’t get ample scope for leadership development that they crave.

Now young employees increasingly feel the need to experience growth in their job roles and advancing into higher positions. So the organizations must take measures to retain these young talents. In this case, they can retain the employees by offering proper training and providing them with opportunities to make their roles more promising and meaningful. This way, young talents will be better equipped to take on leadership positions in the tech industry in the future.

The more dynamic work environment for employees

In the fast-moving economy, the strict, hierarchical organizational charts have been replaced with more agile structures. While this assists the organizations to react faster to the needs of the consumers and changing markets, it has also eliminated the conventional “move up the ladder” leadership development path.

Now lateral movements are the need of the hour for individuals who want to become leaders.

Give the potential leaders good reasons to apply

It’s crucial that job requirements for leadership roles not only define a precise understanding of what you’re seeking in a candidate, but you also need to emphasize what you have to offer. The applicants for leadership positions aren’t just aiming to have their foot in the door; they’re experienced professionals who most likely already have a job that they enjoy. They need to be convinced with reasons to consider working for your organization.

So, the organizations need to pay attention to the job postings for managers, senior leaders, and C-Suite executives.

Here are two ways to consider.

  • Use the initial paragraph of your job description to highlight your unique work culture or latest corporate achievements. And then address the most pertinent question, why should a leader want to work for you?
  • Maintain clarity of description. Applicants interested in leadership roles often look for the specifics. So avoid using general phrases that lack meaning. Rather you should design a job posting by intuitive categories, like responsibilities, qualifications, etc. Be detailed yet concise in defining the role a candidate has to assume.

Understand the necessity to engage candidates

Research indicates that 60% of all candidates are passive, a.k.a candidates that don’t submit an application actively in direct response to a job advertisement. Rather, these candidates get familiar with your company’s opportunities over time. They may go through one of your white papers, read your posts on social media platforms, check your website. Then in a few weeks time, they consider applying for a job after speaking to the recruiter.

Understanding how to connect with these passive candidates is specifically vital because leaders are likely to be employed already and aren’t as actively looking for job opportunities.

Additionally, irrespective of whether leadership candidates are active or passive, they will have an ample amount of time to explore, connect, and engage with your organization before considering the job offer. How the recruiters maintain a connection with the candidates outside of the application or interview process is a part of passive recruiting.

In conclusion,

So remembering these aspects of technology leadership while carrying out the recruitment process will help organizations to produce more tech leaders in the future.

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