High-Tech Talent, Buying Talent or Both?
By Joe Wong,
Director of Recruiting, Time Warner Cable
to recent employment reports, the availability
of tech talent in the U.S. will remain at an
increasing deficit as more employers are seeking
people who have specific skills in high technology.
According to Wired
Magazine’s March 2015 issue,
“Businesses in the U.S are on a hiring
spree, but jobs that require tech skills sit
open — 500,000 in all.” The telecommunications,
content and cable industries are not exempt
from the ever-increasing demand for people with
technical backgrounds and skill sets.
Not unlike other
high-tech industries, telecom, cable and content
providers face the same ongoing challenges when
finding skilled workers and are implementing
programs to introduce more people to technical
career paths to address the expanding need for
The key tenant
of recruiting, regardless of industry, assumes
that a company will have to be positioned to
attract skilled talent, as well as sustain a
robust training program for entry-level employees.
As HR and recruiting groups address these openings,
we are faced with implementing recruiting strategies
and programs that enable us to buy highly skilled
talent from our competitors. Concurrently,
we have to set up programs and partnerships
to be able to identify, hire, train and build
the needed capabilities for sustaining future
growth and expansion.
Emptor or Let the Buyer Beware!
Buying tech talent, or in more recruitment friendly
language, talent acquisition, is often associated
with professionals who are already knowledgeable
and established in their careers. Generally,
buying tech talent is associated with greater
compensation ranges and longer time-to-fill
cycles, which is a linear relationship with
the level of seniority of the vacancy.
Recruitment, HR and the business have to work
in a constructive ecosystem that enables and
encourages the perspective employees to say
yes when tendered an offer. Recruitment
has to have the tools to identify and find these
increasingly difficult-to-find people.
Further, HR and the business have to establish
a compatible and compelling culture and develop
good leaders to retain, recognize and leverage
the value of a seasoned pro.
for the Future
Building talent pools takes on many names in
the corporate world, whether it is university,
intern, freelance or associates. The people
in this category are more widely available than
the seasoned professionals. Often, recruitment
strategies and tactics are implemented concurrently
and run indefinitely. Again, the importance
of the intra-HR work to establish a learning
culture, finding the best talent and promoting
leadership and mentorship reveals itself.
Build AND Buy!
Many organizations have evolved to conduct both
of the same functions at once. Companies
aspire to fill senior-level positions, whether
the jobs are filled by recruiter-employees internally,
or leveraging boutique agencies to assist them
in the task. Concurrently, they task themselves
with filling the higher volume roles with recruiters,
contractors, outsourcers or a combination of
the three. Generally, most recruitment
functions closely examine how many full-time
spots they can fill internally and address any
overages by hiring outsourcing companies or
contractors to fill in the necessary voids.
Understanding where the time is spent and which
functions have scalability is one of the keys
to a blended build/buy recruitment strategy.
this article interested you, you can
gain additional practical knowledge
on the topic by attending CTHRA’s
Future Forward HR Symposium on November
3 in Philadelphia. Joe Wong will be
joined by a panel of industry technical
and HR/recruitment leaders who will
share lessons learned and proven strategies
to recruit high-tech talent. Register