How one manager deals with dwindling IT talent pool

James Kritcher ponders how to hire employees as demand for IT services soars.

IT managers face increasing pressure to keep operations running while being strapped for cash and short on staff (see related story: “What does it take to hire and retain technical talent?”). As the baby boom generation begins to retire, many IT managers anticipate losing veteran workers. Add to that the fact that fewer computer science and information systems graduates are entering the workforce. James Kritcher, vice president of IT at White Electronic Designs in Phoenix, shared his thoughts on dealing with staff in the face of an inevitable talent shortage with Network World Senior Editor Denise Dubie.

Do you worry about being able to get the right level of IT talent in-house?

Absolutely – for particular high-demand positions such as ERP specialists and senior network engineers. Our ability to execute our strategic plan while remaining within budget is largely dependent upon having adequate staffing and skill sets in-house.

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IT managers face increasing pressure to keep operations running while being strapped for cash and short on staff (see related story: “What does it take to hire and retain technical talent?”). As the baby boom generation begins to retire, many IT managers anticipate losing veteran workers. Add to that the fact that fewer computer science and information systems graduates are entering the workforce. James Kritcher, vice president of IT at White Electronic Designs in Phoenix, shared his thoughts on dealing with staff in the face of an inevitable talent shortage with Network World Senior Editor Denise Dubie.

Do you worry about being able to get the right level of IT talent in-house?

Absolutely – for particular high-demand positions such as ERP specialists and senior network engineers. Our ability to execute our strategic plan while remaining within budget is largely dependent upon having adequate staffing and skill sets in-house.

Has finding the right technology skill sets to meet the business needs become a bigger concern in recent years?

Yes. Like many fields, IT demand is cyclical. Around the time of the dot-com crash, IT demand began to slacken, recruiting calls dried up and many IT workers were staying put. Over the past couple of years, demand seems to have increased sharply – particularly for hot skill sets such as IT audit, ERP and workflow. The increased demand, along with a pent-up desire by some workers to move on, has resulted in a more challenging recruiting and retention environment.

What measures do you take to attract top talent?

In addition to paying a decent salary, I focus on selling the company story, and IT’s critical role in executing our business strategy. We emphasize our company culture and upcoming projects, which provide interesting work and exposure to new technologies. We also try to hire only the very best personnel we can for each position, resulting in a high-performing team that one can be proud to be a part of. We try to create 'employment branding' where we become the company of choice for candidates.

Do you work with candidates to make coming to your company easier?

If the position is at our data center in Phoenix, we leverage the area’s lifestyle, economy and climate when recruiting candidates from other areas of the country. We can also be flexible when it comes to relocation. I’m currently recruiting a person from the northwestern U.S. area for a technical ERP position, and we’ve agreed to allow him to work remotely for a few months so his children can complete the current school semester and he can have more time to sell his home. This type of flexibility – when possible – gives us a clear advantage in recruiting highly sought after candidates.

How do you work to retain IT workers?

We try to offer everyone interesting work and stretch goals. We also try to be generous when it comes to training opportunities. Most IT people like to know that their work is contributing to the success of the business and they like to be recognized for that contribution. We try to actively market IT projects and acknowledge each person’s contribution toward the company’s success.