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Whether you are an employer hiring new talent to fill a skills gap or a hiring manager looking to plan your hiring strategy for the next 12 months, it has never been more important to understand which competencies and attributes are the most sought-after in Information Technology . In uncertain times, innovative solutions are increasingly needed to solve complex problems.
With this in mind, we have collated a list of some of the top skills which are set to shape 2021 in Information Technology .These are the skills which teams will need to thrive and succeed this year. For team leaders, they illustrate areas that may require focus and may highlight skills gaps.
However, this should not be viewed as an issue but also as an opportunity to upskill teams and individuals to take advantage of the trends which will define the years ahead. The other articles in this eBook will help you hire with skills in mind, and help you understand why upskilling and reskilling are so important in a modern organisation.
Whilst political and economic factors maintain the ongoing uncertainty in the market for technology talent, the demand for specialist technical and management skills shows no sign of abating. However, uncertainty in the market has also meant professionals are becoming more risk averse and subsequently less active, and more selective in their search for a new job. As a result, potential employers must have a compelling vision, product, tech stack or culture to secure the top technology talent in 2021.
Effective communication and collaboration is essential across a wide range of business functions.
Many modern technologies have made it easier than ever to communicate and collaborate. But it is important for those developing these types of tools to not forget the key principles of successful communication themselves. Sustainable collaboration is a key driver for successful stakeholder management. With technology being a core component for most organisations, the requirement to communicate across a wide range of business functions, and persuade and translate technical solutions, is vital. In the current climate, possessing emotional intelligence is ever more important.
Clients want to know that their data is secure, which is why specialists in this area are in high demand.
Information security is a key business risk driver, from large enterprise clients to SMEs, resulting in high demand for talent in the area. The three security pillars of utilisation, flow, and storage of security require a specialist skill set to cope with the growing threats of external breaches, such as vulnerability scanning, IoT-centric breaches, CaaS, and potential insider threats. Those who possess talents in these areas will continue to be highly coveted by top employers.
Talented people managers rally teams and run smooth processes at every level of an organisation.
With tech organisations often comprising individuals with strengths in different areas, strong people management skills remain a must-have and are necessary for the smooth running of an efficient and inclusive approach to technology strategies. The ability to apply the correct leadership style to a diverse and collaborative workforce to help empower employees, steer productivity, and promote growth within organisations, is a sought-after skill. This is especially true within dynamic working environments, where managers must deploy a range of communication methods to stay on top of progress.
The proper handling of how data is legally stored and shared is a key regulatory requirement.
Although the latest General Data Protection Regulation (GDPR) came in almost two years ago, companies are still falling foul of the rules. One of the most common breaches is retaining data substantially longer than necessary, although there are a range of ways companies can put themselves at risk of a substantial fine. Customers want better protection of their personal data. Hence, GDPR expertise and the need for top talent to possess commercial privacy awareness is now becoming a requirement across a variety of tech roles.
The future is now – AI is implemented within the working processes of many tools and applications.
Artificial intelligence (AI) seemed like science fiction only a few years ago but is now increasingly being implemented across a range of organisations. We are the midst of a global AI arms race, with top tech firms around the world competing to create the best applications of the technology. This, in turn, is creating a huge demand for talent in this area, with machine learning, data science, and data mining among the most sought after skills. With the adoption of the technology only set to accelerate over the coming years, there has never been a better time to be armed with AI skills.
Leadership has many faces but leading commercially lends itself well for a product-centric model.
Commentators have suggested that IT leaders need the four Cs: to be curious, competitive, coachable, and composed. Ultimately, though, they are required to bring their leadership skills into a product-centric operating model. The challenges and routine financial pressures faced means that they are expected to consider potential avenues of investment without committing to the business’ return. Decisions like those require a great deal of judgement and leading the commercialisation of these business opportunities in the digital world has become a much sought-after and needed skill.
This involves trying to find new patterns, analysing those findings, and offering insights. Big data has continued to spread into all industries, helping to shape and inform strategies across the board. From complex geographical data, to deep-learning AI systems, a more sophisticated set of data skills are required for businesses seeking to fill their job roles. While businesses are looking at ways to review existing platforms, tools and strengthen the relationship with suppliers to maximise their effective use of data, the quality of data is also becoming a key essential.
An agile working environment needs an agile mindset to meet targets and objectives.
From its origins in software development back in 2001, Agile has proliferated far wider into the broader business world. Since the signing of the Agile Manifesto, organisations and teams have trialled, embraced, interpreted, and embedded the philosophy and ways of working in varying measures. Almost 20 years on, the 12 principles of agile working remain important for organisations around the world. As a result, most employers are looking for professionals who have an agile mindset so they can adapt and thrive in the increasingly fast-paced and changing world.
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