Nearly all organizations would agree that digital talent is important and that they are aware of the digital talent gap. Our pioneering research in collaboration with LinkedIn however, suggests that although the majority of companies frequently discuss this gap, concrete action to bridge it is rarely taken. Close to 50% of the organizations we studied conceded they have not taken digital talent seriously.
To probe this issue, we undertook a worldwide, crosssector research program in collaboration with LinkedIn. We surveyed over 1,250 people to gain the perspectives of both employees and leadership teams and we interviewed human resource and talent executives within organizations as well as digital and technology recruiters. In parallel, we worked with LinkedIn to understand demand and supply for specific digital skills and digital roles. The research methodology at the end of the report provides more detail on our approach.
With ever-increasing demand for skills, the talent gap has widened. The challenge of the digital talent gap is no longer just an HR issue; it is an organization-wide phenomenon that affects all areas of the business. The objective of this report is to guide Chief HR officers, other CXOs, and the Learning and Development (L&D) teams in addressing this challenge.
About This Report
The digital talent gap is widening. Every second organization we surveyed acknowledged that the digital gap is widening.
The talent gap in soft digital skills is more pronounced than in hard digital skills. More employers (59%) say that their organization lacks employees who possess soft digital skills than hard digital skills (51%).
Many of today’s employees are anxious. Employees are worried that their skills are either already redundant or soon to become so. Overall, 29% of employees believe their skill set is redundant now or will be in the next 1–2 years.
Employees feel organizations’ training programs are not hugely effective and those who want to excel are looking beyond their organizations’ learning and development (L&D).
Skill redundancy fears and lack of faith in their organization’s upskilling efforts could trigger attrition. Over half of digital talent (55%) say they are willing to move to another organization if they feel their digital skills are stagnating at their current employer. And over half of digital talent (58%) are likely to gravitate towards organizations that offer better digital skill development.
What can organizations do to narrow the digital talent gap? In an increasingly digital economy, those organizations that bridge the talent gap will enjoy a competitive edge over those who don’t.
A global leader in consulting and technology services, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of 200,000 team members in over 40 countries. The Group reported 2016 global revenues of EUR 12.5 billion.