Emma Mellow/Amy O’Rourke
04 494 5171, 09 354 0554
Embargoed until 24 October 2012
TRANSFORMATION IN TECHNOLOGY AND EMPLOYEE BEHAVIOUR AFFECTING IT HIRING, ACCORDING TO HUDSON
CIOs challenged to rethink skills requirements and hiring approaches
Auckland, New Zealand – 24 OCTOBER 2012 – Changing business demands and technology trends, such as Cloud computing, mobility and the consumerisation of IT, are profoundly changing the role of CIOs and redefining the skills needed to be successful, according to the latest Hudson ICT Leaders Series report – Cloud, BYOD & Teleworking: Mastering the Skills Mix for Today’s IT Function.
Today’s CIOs are faced with a range of challenges including budgetary pressures, a rapidly changing technology and digital landscape, and new operating models. There has been a seismic shift away from operationally-focused IT functions to business technology teams who work with the organisation to drive business outcomes.
Many CIOs are turning to ‘new world’ technologies to find more flexible and cost effective ways to help drive innovation and productivity. For example, 43% of respondents’ organisations are using the Cloud to deliver services and this requires a different set of skills than a traditional IT environment.
“User-driven technologies such as flexible working, bring-your-own-device (BYOD) and social media, combined with technology developments and increasing business demands are driving transformational change. IT is no longer supporting the organisation – it is a key driver of business outcomes,” said Roman Rogers, Executive General Manager for Hudson New Zealand.
More than half of organisations (52%) provide flexible working arrangements for some employees and just over a third (38%) have introduced a flexible device usage policy. Almost two-thirds of organisations use social media as a promotional tool and it is increasingly being used as an internal communications tool. Trends in Cloud computing and social media were generally viewed as beneficial with 54% of respondents stating productivity was enhanced, while 57% felt that innovation was also improving1.
More than half (52%) of respondents bring their own smartphone to work, while 24% bring their own tablet which has implications for asset management and security.
Feedback from ICT Leaders Series respondents indicates the requirements of IT professionals are changing. They need to be able to adapt to a constantly changing technology environment, embrace employee demands, negotiate and manage partnerships and projects, manage services and provide advice that supports business aspirations. They need to effectively engage with their organisation and articulate what is required to achieve buy-in to succeed.
Christchurch City Council’s Gavin Till sees the IT function taking on the role of an integrator, pulling the various providers and services together. “Moving forward, there might be multiple Cloud solutions and part of our job will be to ensure all solutions integrate together without impacting the business,” Till says.
“Ultimately the success of an organisation’s IT function comes down to the quality of its people and never before has the pressure to acquire the right people been greater. These trends are prompting a rethink about skills requirements and hiring policies of many of the CIOs. In the war for talent, CIOs must either adapt or risk falling behind,” says Rogers.
With the right skills increasingly harder to find, combined with the need for leaner teams and flatter structures, the report states that it is critical for CIOs to spend more time finding and managing the best talent. IT decision-makers need to continuously assess whether they are adapting quickly enough to have the right people in the right jobs at the right time.
Rogers continued, “More than ever before, today’s CIOs need to work closer with human resources to identify where the skills gaps are and find the right workers to fill those gaps. Attracting and retaining talent is now as much part of the CIO’s role as technical skills.”
Suggested ways for CIOs to address staffing challenges in the report include closely monitoring graduate programmes, mapping the competition to find out where the best performers are going and building a talent pipeline. To help retain staff IT leaders need to focus on workplace culture to achieve this and competitive advantage.
CIOs interviewed understood the crucial difference between filling a vacancy and evaluating candidates to identify high performers. Many have identified core performance drivers beyond pure technical skills and deploy techniques such as job trials, intelligence and personality testing, and behaviourally based interviewing. Motivational and behavioural attributes are better predictors of high performance and should be focused on as part of any recruitment process, according to Hudson ICT.
- ENDS -
Please contact us for more information, print-ready graphs or to arrange an interview.
About the Hudson ICT Industry Leaders Series
The Hudson ICT Industry Leaders Series takes place each year and gathers insight from a diverse group of senior executives across the Asia Pacific region. Discussions focus on uncovering the complexities and challenges currently faced by the ICT profession, including analysis of skills shortages and what businesses need to do in order to retain and attract the best talent.
Participants include: Marcelo De Santis, Director, Information Systems – Kraft Foods Asia Pacific; Christine Eriksen, General Manager, Information Technology – Roy Hill; David Fryda, Chief Information Officer – Serco Asia Pacific; David Gee, Chief Information Officer – Credit Union Australia; Sajid Hassan, Chief Information Officer – Lifeline; Ian Hill, Acting Chief Information Officer – Curtin University; Brad Howarth, Freelance Journalist; Shaun Hughes, Chief Information Officer – Elders Limited; Joe Locandro, Director, Group Information Technology; David Malligan, Head of Information & Project Delivery – ANZ; Vipula Samarakoon, Managing Director, Technology Services Group – BNY Mellon Asia Pacific; Frank Shen, IT Director – Unilever North Asia; Bruce Shi, Information Services Director – Sanfoi China; Luke Stow, Chief Information Officer – George Weston Foods; Mario Tieppo, Head of IT – Agrium Landmark; Gavin Till, IM&CT Unit Manager – Christchurch City Council; Garry Whatley, Vice President of IT and Business Services – Corporate Express Australia.
Hudson is a global talent solutions company with expertise in leadership and specialised recruitment, contracting solutions, recruitment process outsourcing, talent management, outplacement and eDiscovery. We help our clients and candidates succeed by leveraging our expertise, deep industry and market knowledge, and proprietary assessment tools and techniques. With more than 2,000 people in 20 countries, and relationships with millions of specialised professionals, we bring an unparalleled ability to match talent with opportunities by assessing, recruiting, developing and engaging the best and brightest people for our clients. We combine broad geographic presence, world-class talent solutions and a tailored, consultative approach to help businesses and professionals achieve higher performance and outstanding results. More information is available at
This press release contains statements that the company believes to be "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. All statements other than statements of historical fact included in this press release, including statements regarding the company's future financial condition, results of operations, business operations and business prospects, are forward-looking statements. Words such as “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “predict,” “believe” and similar words, expressions and variations of these words and expressions are intended to identify forward-looking statements. All forward-looking statements are subject to important factors, risks, uncertainties and assumptions, including industry and economic conditions' that could cause actual results to differ materially from those described in the forward-looking statements. Such factors, risks, uncertainties and assumptions include, but are not limited to, global economic fluctuations; risks related to fluctuations in the company's operating results from quarter to quarter; the ability of clients to terminate their relationship with the company at any time; competition in the company's markets; risks associated with the company's investment strategy; risks related to international operations, including foreign currency fluctuations; the company's ability to implement cost reduction initiatives effectively, including the recently announced restructuring program; the company's dependence on key management personnel; the company's ability to attract and retain highly skilled professionals; risks in collecting the company's accounts receivable; the negative cash flows and operating losses that the company has experienced from time to time in the past may reoccur in the future; restrictions on the company's operating flexibility due to the terms of its credit facilities; the company's heavy reliance on information systems and the impact of potentially losing or failing to develop technology; risks related to our dependence on uninterrupted service to clients; the company's exposure to employment-related claims from both clients and employers and limits on related insurance coverage; volatility of the company's stock price; the impact of government regulations; and restrictions imposed by blocking arrangements. Additional information concerning these and other factors is contained in the company's filings with the Securities and Exchange Commission. These forward-looking statements speak only as of the date of this document. The company assumes no obligation, and expressly disclaims any obligation, to update any forward-looking statements, whether as a result of new information, future events or otherwise.
1 The Hudson ICT Industry Leaders Series 2012/13 Report is compiled from interviews with 16 senior executives in major organisations throughout the Asia-Pacific region, and through a quantitative survey of more than 1,000 IT professionals across the region.