Welcome to the audiobook of Perspectives on Technology Skill Development, a collection of articles by leaders who recognize their organization’s success depends on their ability to consistently and predictably build tech skills.
We’ve gathered their perspectives on this new category to introduce you to technology skill development, show you the value in it and set you up to make this change successfully in your organization.
Section 15 - Technology skills director: Defining the role every tech org needs
By Anita Grantham, Chief People Officer, Pluralsight
Forward-thinking technology leaders continually assess the roles they have and don’t have in their organizations. But even the most cutting-edge may overlook one critical role that’s emerging: technology skills director. This role will be a game-changer for organizations.
Section 14 - You can’t out-recruit the competition: Invest in your internal game changers
By Amy Larson, Chief Technology Officer, 1-800 Contacts
The great brands—those that thrive and maintain relevance long after their competitors lose steam—are born from this idea. They start with the customer and think, “What could be better about their buying journey? What product could fulfill their needs better than what’s currently available? There has to be a better way.”
Section 13 - 7 principles for modern tech leaders
By William Peachey, Executive Vice President, Group People Supply Chain Officer, Capgemini
Ten years ago, tech leaders focused on procurement and running data centers and networks. 80% of the spend was directed at supporting legacy; managing software licenses was a major task. But the advent of cloud freed up the tech leader’s agenda for the new. And the new talent.
Section 12 - Look where you’re going: Align roles and skills to your goals
By Don Jones, Vice President for Content Partnerships, Pluralsight
One of the worst ways to manage technology skill development in an organization is to simply let employees find their own way. That doesn’t mean learning should be top-down or a strict mandate by a leader. But it’s important that, as a leader, you guide your team to the right skills for their career and for your business.
Section 11 - Build tech skills at scale: Best practices from the field
By Eric Geis, Vice President Clinical Product Development, Cerner
Driving any kind of initiative in a large or growing company can be a challenge. This especially holds true for implementing tech skill development programs at scale. We’re tempted to build a distinct organizational structure to oversee the program—or else wrap it into Human Resources, where they already know how to implement training programs—and we’re often inclined to ease the effort by making it uniform throughout the org.
Section 10 - The C-suite’s new focus: skills
By Tanya E. Moore, Partner Talent & Transformation, IBM Services
Technology, and the world at large, is changing so fast that traditional methods of hiring and training are no longer enough. One person, or one group, can’t shoulder the responsibility for the skill set of the organization. Managing talent and skills has become a collaborative effort with both Board and C-suite giving it priority focus.