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1、How to Attract,Develop and Retain Great SoftwareEngineering TalentGartner ResearchAkis Sklavounakis,Bill Swanton,Deacon D.K WanGartner,Inc.|G00758086Page 1 of 15How to Attract,Develop and Retain Great SoftwareEngineering TalentPublished 11 November 2021-ID G00758086-18 min readBy Analyst(s):Akis Skl
2、avounakis,Bill Swanton,Deacon D.K WanInitiatives:Software Engineering Practices;Build a World-Class Software Engineering Organization;Software Engineering LeadershipAttracting,developing and retaining talent is the top challengefacing software engineering leaders today.To succeed,you mustoffer a com
3、pelling Employee Value Proposition to attract talent andretain employees,while creating an agile learning environment todevelop the needed skills.Additional PerspectivesOverviewKey FindingsRecommendationsSoftware engineering leaders building teams to deliver digital products and servicesshould:Summa
4、ry Translation+Localization:How to Attract,Develop and Retain Great Software Engineering Talent(28 September2022)Many organizations lack a well-defined employee value proposition(EVP)forsoftware engineering roles,which limits their ability to attract candidates and retainemployees.Software engineeri
5、ng leaders indicate that they prefer recruiting to obtain new skills,however there are not enough fully qualified candidates to meet this demand.Competing to attract talent with all the required skills is too slow and expensive formost openings,today.Attract and retain great software engineering tal
6、ent by offering a compelling EVP.Actively market your EVP to reach more candidates.Gartner,Inc.|G00758086Page 2 of 15Strategic Planning AssumptionsThrough 2023,90%of companies who do not have a clearly defined and compellingemployee value proposition will be unable to hire and retain enough staff fo
7、r theirsoftware engineering needs.By 2024,60%of companies will provide radical flexibility as a key differentiating factor intheir employee value proposition.IntroductionHiring,developing,and retaining talent ranks first among the top three challengessoftware engineering leaders face today.1Great so
8、ftware engineering team members are hard to find and there are not enough ofthem to deliver on your digital ambitions.Theres an average of fewer than 10 jobapplicants for software engineering roles,compared to 76 for all other roles.2Talent scarcity has been exacerbated by digital initiatives that w
9、ere accelerated by theeffects of the pandemic.The increased need for up-to-date software engineering skills isadding to the fierce competition for great talent.Flexibility has become a deciding factor for employment.During the pandemic,peoplefound that remote work is a viable and productive approach
10、.Forcing a full return to theoffice brings a risk of high attrition as people prioritize life over work.If an organizationwere to go back to a fully on-site arrangement,it would risk losing up to 39%of itsworkforce.3 The Great Resignation is front-page news.How can software engineering leaders attra
11、ct,develop and retain great engineering talent?Create an agile learning environment to develop the skills you require byimplementing a training and skills development program for both existing staff andnew hires.Offer a compelling EVP.Actively market your EVP to get the message you want to more cand
12、idates.Create an agile learning environment to develop the needed skills by implementing atraining and skills development program for both existing staff and new hires.Gartner,Inc.|G00758086Page 3 of 15See Figure 1 for the three complementary parts to this solution:Figure 1.Attract,Retain,Develop,Gr
13、eat Engineering TalentAnalysisOffer a Compelling Employee Value PropositionAn EVP is the set of attributes that the labor market and current employees perceive as thevalue they gain through employment with the organization.A compelling EVP for softwareengineering talent has five aspects,as shown in
14、Figure 2.Gartner,Inc.|G00758086Page 4 of 15Figure 2:Compelling EVP for Software Engineering RolesA compelling EVP is a significant advantage in the fierce competition for talent.Use theadvice below to guide you as you create your action plan for building your EVP.RewardsCompensation and benefits:You
15、 cannot escape the fact that the compensation and benefits packages your organization offers must be competitive.Benchmark frequently against relevant competition by using Gartners TalentNeuron global talent analytics tool and Global Labor Market surveys to inform decisions on pay ranges for softwar
16、e engineering roles.Work with your partners in HR to ensure that compensation and benefits are part of a“total rewards”strategy,including paying for performance and comprehensive well-being offerings.Establish a skills premium program to differentiate pay for skills in shortage,yet critical to digit
17、al business success(see Changing IT compensation practices for a remote/hybrid workforce).Gartner,Inc.|G00758086Page 5 of 15OrganizationExciting development opportunities:Software engineers are looking foropportunities to develop by enhancing their existing skills and learning new skills.Provide tra
18、ining and learning opportunities,both as a separate activity and ascontinuous activity embedded in the daily work.Set aside individual and team timefor learning,and protect it even under work pressures.Pair less-experienced staffwith subject matter experts to increase coverage of the subject and fac
19、ilitateknowledge sharing.Establish job rotation programs and encourage people to takethe lead in new subject areas outside of their comfort zone.Clear career paths:People are looking for jobs with greater transparency into jobpaths and career progression.Many engineers dread becoming line managers.M
20、anagement needs a different skill set than software engineering.Create technicalcareer paths as part of a competency-based career lattice in order to providemeaningful options for professional growth(see Create Career Lattices to BoostTalent Development and Drive Agile Transformation at Scale).Stabi
21、lity:In a volatile,uncertain,complex and ambiguous world,job stabilityprovides a constant rhythm,reduces daily stress and allows people to focus on thejob at hand.Work with business stakeholders to ensure that product teams arefunded for a longer term,and that their goals and objectives are fully al
22、igned withthe organizations.Great employer brand:Even though the employer brand is strongly influenced by that of the enterprise,you should cultivate a reputation of innovative culture,modern architecture and technical excellence within your engineering teams.Encourage engineers to attend and presen
23、t at conferences and peer forums.Share the tools your teams build for internal use with the open-source community.Sponsor people to produce thought-leading content by sharing good practices and lessons learned from product work via forums like communities of practice and“lunch and learns.”Diverse,eq
24、uitable and inclusive teams:Build a team culture that is inclusive across geographies,ethnicities,first languages,religions and diverse demographic groups.This will allow you to widen the search for viable candidates hiring for outcomes rather than specific expertise(see Overcome Talent Shortages by
25、 Building Diverse,Equitable and Inclusive Software Engineering Teams).OpportunityGartner,Inc.|G00758086Page 6 of 15PeopleWorkAutonomy:Move decision making to where people have the most information.Empower your engineers and help them develop the skills and capabilities they needto practice autonomy.
26、Get out of the way and let the teams figure out the best way toget the job done.Help as needed to remove roadblocks and other impediments totheir progress.Respectful and trusting management:Treat people with respect regardless of how much you agree or disagree with them.Establish ground rules to hel
27、p team members disagree respectfully.Build trust by being transparent and sharing information openly as much as possible.Psychologically safe environment:Enable people to bring their true self to work by continuously striving to increase the level of team psychological safety.Encourage team members
28、to speak up and share their viewpoints.Increase participation and engagement by modeling the respectful behaviors you want to embed in your teams.Deploy surveys frequently to measure psychological safety and the extent to which engineers feel comfortable with collaborating,learning and innovating as
29、 a team.When employees work in a psychologically safe environment,discretionary effort can improve by up to 24%(see Quick Answer:How Do We Build Psychological Safety in Our Software Engineering Teams?).Great colleagues:Select people for your teams based on their behaviors.Team players,good communica
30、tors and life-long learners,will create an intellectually stimulating environment,have intelligent conversations,and grow and gain skills together.The engineers in your teams will be your best recruiters,and other engineers will want to be in your teams.Use Employee Net Promoter Scoresurveys as an i
31、ndicative employee engagement metric and devise an action planto improve it.Work-life harmony:Go beyond work-life balance(where balancing work and life implies that we either work or live)and create the environment for work-life harmony(where work is seen as a fun thing to do).Promote sustainable de
32、velopment and pace of delivery to avoid burnout.Respect peoples personal and family circumstances and needs.Offer generous time off from work for people to recuperate and tend to other activities and interests.Gartner,Inc.|G00758086Page 7 of 15In the most recent Gartner Global Labor Market Survey6 p
33、eople in software engineeringroles told us that the top five characteristics they consider as the most important whenconsidering a potential employer are:1.Compensation2.Work-life balance3.Stability4.Location5.Development opportunityHybrid work:The success of remote working practices is proof that l
34、ong dailycommutes and relocations are not necessary.A recent Gartner survey found that sixin ten workers will consider a new job or role only if it allows them to work from alocation of their choice.4 There is no physical or location constraint in designing,building and delivering digital products a
35、nd services,so make location-independentwork a competitive advantage by implementing hybrid working practices.Includeasynchronous modes of collaboration in working agreements to facilitate a hybridway of working.Modern technologies:Engineers love,dread or want to work on various technologystacks,arc
36、hitectures and tools.Preference impacts availability of skilled engineers.Use industry data,such as the Stack Overflow Annual Developer Survey,to informdecisions on what technologies to use for your products,in order to access a largertalent pool.5 Lead modernization initiatives to update or replace
37、 legacy systems.Frictionless software engineering experience:Optimize flow by creating anenvironment with minimal distractions and impediments so people are in-flow moreoften.Sponsor agile ways of working and break down siloed thinking.Establishcontinuous integration and continuous delivery practice
38、s and tools to minimizedelays.People will have more time to spend on value-add work and not on wrestlingwith the tools,the infrastructure,excessive bureaucracy and outdated managementpractices.Purpose:Encourage technical excellence,as working on well-architected and well-engineered products and serv
39、ices is not only satisfying,but a source of pride andmotivation for engineers.When an employee is proud of their product,they talkabout it with friends and family,they refer others for open jobs,they promote it onsocial media,and they develop a stronger sense of dedication to their jobs.Gartner,Inc.
40、|G00758086Page 8 of 15These five attraction drivers should be your top priorities and the best starting point for improving your EVP.Make Your Employee Value Proposition Stand OutIn order to differentiate your EVP so you can attract and retain the great talent you need,work with business and HR lead
41、ers to implement the following practices:Improve people management:It is still true that“people leave managers,notcompanies.”“Manager quality”and“people management”were consistently cited inthe top 10 of attrition drivers in a recent Gartner Global Labor Market Survey.6 Startfrom yourself,and evalua
42、te how you manage people.Implement 360-degreeassessments or other tools to give employees an opportunity to voice their concernsand take necessary steps to remediate such concerns.Provide developmentopportunities to your managers to grow their management skills and adapt theirmanagement styles,with
43、a new focus on managing people in the hybridenvironment.Recognize individual and team accomplishments and abilities bydemonstrating awareness of peoples talents and showing that you value theircontributions.Use the“connector manager”approach to build connections at theindividual,team and organizatio
44、nal levels(see Quick Answer:How Do ConnectorManagers Develop Exceptional Software Engineering Talent?).Implement radical flexibility:Give people flexibility beyond“when”and“where”theywork to include flexibility for“with whom,”“on what”and“how much”they work.When organizations deliver radical flexibi
45、lity,compared with delivering flexibility onlyin when and where employees work,the percentage of employees who are definedas high performers increases by 40%.7Gartner,Inc.|G00758086Page 9 of 15All anyone asks for is a chance to work with pride.W.Edwards DemingMarket Your Strong Employee Value Propos
46、itionJob candidates have various ways to find information about your organizations culture,environment and employment characteristics,such as online review sites(LinkedIn andGlassdoor,for example),online forums(including Stack Overflow,Hacker News,GitHuband Slashdot),social networks and word of mout
47、h.Actively market your strong EVP inorder to get the message that you want across to them,by using the 4Ps of marketing:Reduce cognitive load:Decrease the total amount of mental effort being used in theworking memory,by:8Limiting the size of the software system with which any given team is expectedt
48、o work.Allowing time for the team to learn,practice and automate.Increasing the quality of the developer experience for all teams through gooddocumentation,consistency and good user experience.Gartner has found thatemployees with high-quality employee user experience on average have higherlevels of
49、engagement,with 1.8 times higher“intent to stay”and 1.5 timeshigher discretionary effort.9Use Gartners Pride in Product metric:This can be used as a measure of purpose,togauge engineers sentiment toward the product they are working on,and to devise anaction plan to enhance it.Increased engagement re
50、duces the attrition risk.Product:Market the“product”your company has to offer as the potential of asatisfying and rewarding career,not just a job.Place:Extend your reach to different talent pools using tools and techniques such associal recruiting,video and multichannel messaging.Price:Develop a pay
51、 strategy to meet your business goals,and benchmark your paypractices against relevant competition.Gartner,Inc.|G00758086Page 10 of 15See Attract and Recruit Top Talent With a Compelling Employment Value Proposition for further details.Develop the Skills You Require in an Agile Learning EnvironmentH
52、iring people with all the skills you need will be expensive,time-consuming,and probably impossible.Such people may also not know your company or even your industry.Part of your plan needs to focus on developing the new skills you require within your existing staff and in less-skilled,early-career ne
53、w hires that will be easier to find in todays tight labor market.This requires most companies to change the way they think about learning and training.Learning is not a side activity to be done when absolutely necessary or on the employees own time and initiative.Instead of just formal education rei
54、mbursement,or off-site classroom courses,learning has to be integrated into the work day.You have to become a learning organization,where everyone including managers is expected to be constantly expanding their skills and competencies.Performance management expands from“What did you do this year?”to
55、 include“What did you learn this year?”Indeed,with the move to more autonomous,self-organizing teams,creating an agile learning environment will become the major piece of a managers job(see Agile Learning Manifesto).Promotion:Package your competitive differentiators to attract people who align withy
56、our organizations values.Invest in a strong employee referral program to increaseyour chance of hiring people who are a good cultural fit.Gartner,Inc.|G00758086Page 11 of 15Figure 3:Agile Learning and Skills Development ProgramThe steps are as follows:Figure out what skills you will need to deliver
57、your technology roadmap.Itsespecially important to understand the changes to your software portfolio.Forexample,will there be more cloud-native applications and less focus on traditionalarchitecture?Inventory and classify the skills you have and identify the level of proficiency of eachengineer in e
58、ach skill.This needs to be done carefully to avoid creating theimpression this will be used to“compare”engineers for performance measurement.The clear message should be:“We are doing this to identify the learningopportunities to offer people to improve everyones skills,as part of dynamic skillsmanag
59、ement”(see Building a Dynamic Skills Organization).Observe the gap between the forecast and the inventory to build a prioritized list ofwhat to focus on.Use skills adjacency to improve the likelihood of people quicklygaining productivity with the new skills.The elements of an agile learning and skil
60、ls development program are shown in Figure 3:Gartner,Inc.|G00758086Page 12 of 15For further details see How to Establish a Reskilling/Upskilling Talent Development Program for Software Engineering and How to Build an Agile Coaching Team That Drives Your Agile Transformation.Reskilling and upskilling
61、 current employees is the No.1 approach by far to closing skill gaps there is a 27%more likelihood to fulfill talent gaps using this option than hiring(the No.2 approach).10Learning and development does not have to happen solely in the employees current job area.Exceptionally valuable employees ofte
62、n have career paths with horizontal or“diagonal”moves into adjacent roles,where the organization has needs.For example,a developer may move to become a product owner or agile coach.Learning should be a core part of your EVP.People are motivated by mastering new skills and being recognized for this n
63、ot just by managers,but by peers.Getting to learn new skills can help to attract high potential early career people and(as long as you get the rest of the EVP right)to retain them.Encourage line managers to transparently discuss with engineers the skills neededand where each person would like to tak
64、e their career.The employee needs to owntheir career,but understand the company expects them to keep expanding their skillsand competencies by working on an agreed learning plan.Equip line managers to curate learning experiences to execute the plan.In line withagile learning principles,the more thes
65、e experiences are built into the workday(where the employee learns something in a“microburst”and applies it immediately)the more effective they are and learning becomes productive work!Apprenticeships,pair programming,agile coaching,communities of practice,corporate training programs,and many other
66、techniques are very effective here.Empower engineers to dedicate common time for learning activities each week.Itshows management commitment to learning and willingness to invest productivecapacity to improve engineering skills and competencies.Gartner,Inc.|G00758086Page 13 of 15Evidence1 Gartners 2
67、021 Software Engineering Leaders Survey was conducted to understand the challenges and responsibilities of software engineering leaders.The research was conducted online from April to June 2021 among 314 respondents from North America(49%),Western Europe(33%)and APAC(18%).Respondents were screened t
68、o be responsible for at least one team of software engineers at organizations of over$20 million in worldwide revenue across organizations from all industries except construction,natural resources,energy,some manufacturing subindustries,local or regional government and wholesale.The survey was devel
69、oped collaboratively by a team of Gartner analysts and was reviewed,tested and administered by Gartners Research Data and Analytics(RDA)team.Results of this study reflect the sentiments of the respondents and companies participating in this survey,not the market as a whole.2 Gartner TalentNeuron Glo
70、bal Supply and Demand for Software Engineering Positions as of 27 July 2021.3 The 2021 Gartner Hybrid Work Employee Survey was fielded in November and December 2020 to over 4,000 employees in APAC(Australia,China,India,New Zealand and Singapore),EMEA(Germany,France,Spain,South Africa and the U.K.),L
71、atin America(Brazil and Mexico),and North America(the U.S.and Canada).Respondents predominantly worked for organizations employing more than 1,000 people.All industries were eligible for participation.The survey was administered as a web-based questionnaire.4 Gartners 2021 Digital Worker Experience
72、Survey was conducted online during November and December 2020 among 10,080 respondents from the U.S.,Europe and Asia/Pacific.Participants were screened for full-time employment in organizations with 100 or more employees and required to use digital technology for work purposes.Ages ranged from 18 th
73、rough 74 years.Quotas and weightings were applied(for age,gender,region and income)so that results were representative of countries working populations.5 Stack Overflow Annual Developer Survey6 Gartners 3Q21 Global Labor Market Survey was based on responses from 18,001 employees globally,including 1
74、,905 employees in IT function,352 of which were software engineering employees.Responses were collected monthly across 40 different countries in 15 languages and were then aggregated to generate quarterly findings.There are no statistically significant differences in the sample composition across th
75、e three months.Gartner,Inc.|G00758086Page 14 of 157 Gartner 2021 EVP Employee Survey:This survey polled 5,000 employees globally ontheir experiences and expectations of their organizations employment value propositionand employee experience.8 Matthew Skelton,Manuel Pais.“Team Topologies:Organizing B
76、usiness and TechnologyTeams for Fast Flow,”IT Revolution Press,20199 The 2020 Gartner Digital Friction Survey was conducted via an online survey platformfrom January through March 2020,with a total of approximately 4,500 employees whoused technology in their daily work.The survey was developed colla
77、boratively by a teamof Gartner researchers,and was reviewed,tested and administered by GartnersQuantitative Analytics and Data Science team.10 Gartners Agile Learning Survey was conducted online September through November2020.There were 306 respondents in roughly equal proportions from Asia/Pacific,
78、Europeand North America.The respondents are at the director level and above and almost all areactively involved in learning and training.The enterprises they represent generate$250million to over$10 billion in revenue annually.Note 1:Software Engineering RolesThe software engineering roles analyzed
79、in Gartner surveys include:Software engineerProduct managerProduct ownerScrum masterAgile coachTesting engineerSolution architectUser interface engineerBusiness analystDevOps engineerGartner,Inc.|G00758086Page 15 of 15Recommended by the AuthorsSome documents may not be available as part of your curr
80、ent Gartner subscription.Collaborate Intentionally in the Hybrid World to Drive Team Innovation3 Actions to Sustain and Rebuild Employee Trust in a Hybrid EnvironmentReduce Friction to Boost Software Engineering Team ProductivityQuick Answer:How to Create a Frictionless Onboarding Experience for Sof
81、tware Engineers Quick Answer:How Can CIOs and IT Leaders Attract and Retain IT Talent in 2021?Evolve Your EVP to a Human Deal by Offering Radical FlexibilityCIOs Need to Embrace Radical Flexibility to Drive the Post-COVID-19 Work ExperienceHire and Develop Product Managers Who Fit the 3 Stages of th
82、e Product Life CycleRenew Retention Strategies to Retain Technology Talent for Digital Business Success 2023 Gartner,Inc.and/or its affiliates.All rights reserved.Gartner is a registered trademark ofGartner,Inc.and its affiliates.This publication may not be reproduced or distributed in any formwitho
83、ut Gartners prior written permission.It consists of the opinions of Gartners researchorganization,which should not be construed as statements of fact.While the information contained inthis publication has been obtained from sources believed to be reliable,Gartner disclaims all warrantiesas to the ac
84、curacy,completeness or adequacy of such information.Although Gartner research mayaddress legal and financial issues,Gartner does not provide legal or investment advice and its researchshould not be construed or used as such.Your access and use of this publication are governed byGartners Usage Policy
85、.Gartner prides itself on its reputation for independence and objectivity.Itsresearch is produced independently by its research organization without input or influence from anythird party.For further information,see Guiding Principles on Independence and Objectivity.Actionable,objective insightAlrea
86、dy a client?Get access to even more resources in your client portal.Log InPosition your IT organization for success.Explore these additional complimentary resources and tools for CIOs:ResearchUpskill Software Developers With a Six-Step Talent Development ProgramLearn how to build a formal skills dev
87、elopment program to upskill employees to meet evolving talent demands.Download ResearchWebinarAttract Develop and Retain Critical Software Engineering Talent for Hyrbid WorkHear proven tactics to attract,develop and retain critical talent in your organization.Watch NowWebinarFuture of Work for Softw
88、are Engineering and IT Agile TeamsLearn to adopt a human-centric work design.Watch NoweBookBuilding a World-Class Software Engineering OrganizationGain insights on the three key drivers of success over time for software engineering.Download Now 2023 Gartner,Inc.and/or its affiliates.All rights reser
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