Redesigning the Information Technologies Labor Force Structure

In the dynamic world of business, staying ahead of the curve is crucial, especially when it comes to managing workforces. Our Small and Medium Enterprises (SMEs) are at the forefront of this challenge, leveraging their close ties with industry organizations and Federal entities to navigate the complex regulatory landscape and guide clients effectively.

Our commitment to equality and fostering a supportive work environment extends to our online presence. With a diverse workforce spanning six generations and speaking over 30 languages, we pride ourselves on providing culturally aligned solutions that resonate with the global market.

Our expertise lies in evaluating current states, developing blueprints for future IT workforce strategies, and guiding organizations through this transformative process. We advocate for just-in-time format of smaller, micro-learnings for training, and believe in conducting benchmarking and gap analyses to gain holistic insights of the current state and projected future needs.

To facilitate this, we develop IT workforce specific volume-based staffing tools and workforce planning tools. Transparency is key to driving retention, and we foster it by building a workforce analytics dashboard to track current state and progress towards Key Performance Indicator (KPI) goals.

Our team comprises a broad spectrum of commercial and public sector subject matter experts, leading technologists, and innovators. They draw upon various technologies and tools to assess organizational structures and create strategies to reduce time to hire, increase efficiency, cut costs, and improve the employee experience.

An internal marketplace of skills is created to drive engagement, professional development, and address immediate gaps. Companies and organizations like Strada Global, and many in the DACH region, have successfully adapted to accelerated technological development and changing IT workforce expectations by developing holistic workforce management tools.

CIOs and organizational leaders must align around scope, strategy, and goals for IT upskilling and reskilling. A sustainment strategy should be created to enable organizations to execute on identified actionable steps. A training needs assessment should be conducted to use for developing necessary progression activities.

A culture of continuous learning must be at the heart of upskilling and reskilling efforts. Alternative credentialing or demonstrations of skill should be considered to address skills needs. The C-Suite should be involved in crafting a strategic organizational workforce plan.

With 50+ offices globally, our SMEs are adept at grasping the nuances of cross-border businesses, conflicting mandates, and fragmented workforce policy environments. Organizations need to develop a holistic workforce strategy that includes workforce planning, recruitment and retention, employee experience, and reskilling and upskilling.

Critical, at-risk positions should be identified and succession plans developed to enable growth goals and avoid service disruptions. Our advanced analytics professionals harness workforce data through data-driven workforce analytics to inform talent-related decisions.

Lastly, we strive for a gender-balanced workforce, with 49% of our employees being women. We also support veterans and active-duty military personnel, with 5% of our workforce comprising this group. Tailored metrics are used to measure the impact of the employee experience, and the approach to recruitment and retention must change as the landscape changes.

The TrueCulture Framework is leveraged to gather insights on current-state factors impacting employee experience. IT talent infrastructure should be developed and invested in, and our SMEs are ready to guide organizations on this transformative journey.