A global survey confirms that executives across the Technology sector see building workforce resilience as a top business priority.
In 2024, 64% of Tech companies prioritized workforce resilience, but a significant skills gap is still holding them back. How can your company overcome this? Fine-tuning your approach can make a big difference to employees.
Findings from our new study indicate that executives in the Tech industry are making workforce resilience a business priority. But they’re struggling to address strategic gaps in their integration of AI, which will be crucial moving forward to maintain a competitive edge.
However, executives and employees agree on key areas of frustration at work, providing common ground to move forward. And survey results show where you can improve on these issues to help your company stand out in today’s working environment.
Our annual 2024 Global Re:work Report features insights from two surveys—one of 1,500 senior executives, and one of 4,000 employees—at all levels of their organizations. Responses came from 13 countries and 8 industries including Technology, Life Sciences, Energy, Manufacturing, and Engineering.
Workforce agility is the first focus of analysis in the report. It speaks to the question: is your organization able to scale and align its workforce in response to new opportunities? For example, what’s your capacity to rapidly recruit specific skills, or to reassign employees where they’re most needed?
We evaluated answers from both executives and employees in the Technology industry, comparing them to the response from other leaders and talent across the United States. So, how can Technology companies improve workforce agility? Let’s take a closer look at these and other results from the survey.
As compared to other STEM industry sectors across the United States, Technology firms are more likely to see building workforce resilience as a top business priority (see chart). This adds up: In the Technology sector, where trends and consumer demands shift at an unprecedented pace, the ability to reassign employees to where they’re most needed can make a significant difference. Companies with agile workforces can pivot quickly to capitalize on emerging opportunities. This agility ensures that they remain competitive, responsive, and ahead of the curve.
Other results from the survey reflect this point. For instance, far more U.S. Tech executives agreed that their “workforce is highly resilient” (61%) than in the Life Sciences (47%) or Engineering (34%) sectors.
Further, more Technology executives than average felt that they were unlocking the full potential of their workforce. That makes sense, because Technology companies often require specific skill sets that may not always be readily available in the job market. By fostering a more resilient workforce, they can more rapidly recruit and integrate new talent or upskill their existing employees to meet evolving demands.
To encourage their organizations to promote a culture of better workforce resilience and agility, the survey demonstrates that many Technology execs are prioritizing several key strategic initiatives:
Upskilling helps to fill existing skill gaps and foster a culture of continuous learning and development. This approach can also attract top talent who seek growth opportunities and motivate your current employees to expand their expertise. Some specific tools and platforms that can be particularly beneficial for Technology firms include Coursera, Udacity, LinkedIn Learning, Pluralsight, and Khan Academy. A workforce partner like Kelly can offer a whole online training platform as well.
As one result, companies can increase their employee satisfaction and reduce employee churn—reinforcing the third initiative. As another: a well-trained, engaged workforce can be redeployed flexibly across different projects, ensuring that your critical tasks are always handled by proficient staff, thereby maintaining operational continuity and reducing downtime.
It’s important to note that while executives in Technology are prioritizing the adoption of AI to enable employees—there’s some room for improvement to optimize the tool. We asked if they “have a clear strategy for how (they) will use AI to support or complete the work that is currently delivered by human employees.” Only 42% felt confident in this statement, fewer than all other STEM-industry execs we surveyed.
It’s worth the effort. Adopting AI can significantly enhance the effectiveness and productivity of employees in Technology companies by automating repetitive tasks and providing data-driven insights for better decision-making. This allows employees to focus on more complex and creative aspects of their work, thereby increasing overall efficiency. Again, this will only further help to increase satisfaction and reduce employee churn.
When asked why employee retention in Technology is challenging, both leaders and their employees can agree on a lack of skills development opportunities:
This agreement makes skills development a perfect place to find common ground. Simple ways to improve the issue can make employees feel heard. Yet only 1 in 4 (28%) organizations offer face-to-face or online training. By focusing on it now, you’ll set yourself apart that much further from your competing employers.
Two other responses stood out among the biggest frustrations reported by employees. One is a lack of career progression opportunities, reported by 23% of our Technology talent respondents. What are some good retention strategies for specialized talent in Tech today to counter these trends?
By allowing employees to take on different roles or responsibilities within the company, you’ll help them visualize their own career progression. Aligning their individual work goals to company goals and tying that to career progression will also help people feel momentum. Above all, providing clear career pathways and mentorship programs can guide employees in setting and achieving their career goals within the company.
Another top area of frustration, reported by 23% of Technology employees, is a lack of flexibility over where or when (they) work. The same percentage reported “a lack of autonomy in how I do my work.” Both points are likely related to the recent call back to work in the office for a lot of tech company employees. Consider implementing:
By embracing these tactics, Technology companies can offer their employees the flexibility they seek while maintaining high levels of productivity and innovation.
How else can you improve employee retention in Technology? Despite efforts to enhance automation, there remains a gap in a clear strategy for leveraging AI. Tech company executives are well-aligned with the main issues that are frustrating employees, particularly around skills development. To sustain workforce agility in Technology, firms must refocus on addressing their skill gaps and continue to align more directly with their employees’ expectations.
Don't let talent challenges hold your Technology business back. Visit our 2024 Re:work Report hub to learn more actionable insights and see how your company compares. Use this insight to drive your own strategy for improving workforce agility in your organization. And partner with Kelly Technology to stay competitive in a rapidly evolving industry.
What talent challenges is your Technology company facing today? Share your insights in the comments, share this blog, or join the conversation on LinkedIn.
For more information on how Kelly can support your need for STEM talent, visit our web site.