GA Jobs to Be Done: A Series – Build Teams to Thrive in A Digital-First World


The Third Step: Accelerate Technical Hiring Sustainably

The race for digital transformation has companies across industries under increased economic pressure to digitize. There’s only one issue: Getting ahead of the transformation imperative requires major changes. 

We can help.

Through our deep experience across many types of organizations, we’ve seen leaders’ transformation challenges boil down to four key goals:

  1. Create digital mindsets across the company. This includes understanding digital trends, growing digital mastery, and building a product-driven organization.
  2. Upgrade capabilities to reflect cutting-edge technical skills across marketing, technology, and data functions.
  3. Accelerate technical hiring by upskilling and reskilling current employees and new hires. 
  4. Understand what good looks like — a skill necessary in achieving every goal.

This series, GA Jobs To Be Done, unpacks each of these four goals, providing actionable recommendations that organizations can put into practice to help set their businesses on the path to sustainable digitization and success.

In this series, we’ve revealed how to build a strong digital culture and how to grow the capabilities that allow transformation — but to holistically scale your technology, you need the right talent. 

How do you get the “right” talent? Look internally — and read on. 

Talent Is the End Game

Earlier in the series, we addressed how to set your business up for digital success by upskilling and reskilling your current workforce and aligning your company — from leadership to new ways of working. But scaling these new digital systems, once again, requires acquiring the right talent.

“Help me accelerate my technical hiring” is one of the most common asks we get from executives. Once digital visions are mapped and job functions scoped, companies see the importance of scaling teams — very quickly. Top-performers who have knowledge of technical skills are spending more time interviewing candidates than building technology, causing a major lag in demonstrating transformation-related ROIs.

Rest assured, there’s a way to stay out of this. We studied it, so you can avoid learning the hard way.

The Zero-Sum Game of Buying Talent

Anyone who is hiring knows that good technical talent is hard to come by. To get desired candidates, companies are engaging in a competitive talent battle that is accruing huge recruiting bills and skyrocketing salaries for qualified potential hires. This competition has created a tragedy of the commons in which a $4,000 cost-per-hire is normal, where a company like Netflix can offer a double salary to poach a new recruit, and 70% of employers either have terminated workers due to the implementation of new technology or anticipate doing so.

This is neither a winning strategy for digital companies or the marketplace as a whole. In the meantime, serious inequities have surfaced in underserved and underrepresented groups and their ability to access necessary skill development needed for tomorrow’s roles.

A Virtuous Cycle With Better Market Results

Getting out of this aforementioned vicious cycle is best for your company and the overall market. 

Good news! There is a new and better cycle: Recent studies have shown a $136K potential savings per person from reskilling in-house tech talent instead of layoffs and new hires. Reskilling high-potential employees whose roles may phase out due to automation means you increase your talent pool and demonstrate a willingness to invest in and grow your employees. Contrary to the common fear many companies share (investing in talent only to see their stars work for competitors), these “talent donors” get an incredible boost in employee engagement and loyalty

In fact, companies that invest in talent become more attractive to skilled employees drawn to their growth culture. These investments create a bigger pie for the job market: the more companies grow their internal talent, the more available talent is for the market. Job-filling efficiency also gets boosted.

Many companies are already successfully investing in talent to save time, money, and turnover. Booz Allen Hamilton’s investment in reskilling and upskilling 25,000 workforces across 80+ locations resulted in a growing data capability that secured a 4% lift in contract value and an 11% growth in employee job satisfaction and retention. Some of the largest global technology, insurance, media, and auto companies are doing the same with skilling programs thriving at Interapt, Guardian, Humana, Bloomberg, and more.

Diversity Is a Winning Strategy

While the bidding war for top talent accelerates, the market only exacerbates the well-documented diversity issues within the tech industry. From vast underrepresentation for women and people of color to wage gaps compared to their white peers, institutional barriers prevent a healthy distribution of diverse perspectives in technology.

The exclusivity of skilling access is an obstruction —  and companies are making moves to change that. For example, Disney launched a program called CODE: Rosie to reskill women as developers — and it resulted in a 100% hiring rate for graduates entering technical roles. Guardian and Humana partnered to create the Code for Good coalition that reskilled underrepresented groups (including women, BIPOC, veterans, parents, and LGBTQQIA+ individuals) into engineering roles with perfect program satisfaction scores.

Bottom Line: Invest To Grow

As these programs grow and flourish, it is clear that building talent is the answer to the vicious cycles of talent shortages we see today. Throughout this piece, we’ve highlighted the many opportunities that make building talent more effective than buying it. 

So, how do you accelerate technical hiring for your new stage of growth? Skilling your people from within is simply the most sustainable way. In addition to solving the hiring conundrum and creating numerous additional company and labor market benefits, investing in internal talent also helps you:

  1. Build a talent pipeline to attract and retain high-potential talent.
  2. Make tangible progress on your DEI goals. 
  3. Lower the costs of talent acquisition for tech and data roles.
  4. Reduce the potential shortage risk for projected talent needs,
  5. Reduce the financial and morale impacts of large restructuring efforts by reskilling laid-off workers with competitive skill sets.

As the shifts in digital innovation only accelerate, growing your talent funnel is the most effective strategy for employees, the bottom line, the labor market, and the future of business.

A critical question companies ask is, “How do I know I’m doing everything right?” While “right” means different things to different businesses, we help you benchmark what “good” looks like, so you can set and attain personalized growth goals. We’ll get into all of this in our final installment.

If you’re ready to invest in your talent, we can help today. Explore our catalog to see the digital literacy and upskilling courses that we provide — from IC to strategic leader, across digital fluency, marketing, data, and technology. 

Want to get specific about how we could help your organization? Get in touch. 

Disclaimer: General Assembly referred to their Bootcamps and Short Courses as “Immersive” and “Part-time” courses respectfully and you may see that reference in posts prior to 2023.