People can be your most important catalyst for digital transformation—or the greatest obstacle. When people-related challenges to transformation progress emerge, the problems are usually very easy to identify but much harder to solve.

The challenge is not awareness. Organizations realize that cloud transformations are hard and that they need highly skilled, motivated staff to carry out the projects. But they still struggle to build out the processes to create those staffs and, as a result, hit other project-focused goals.

“By celebrating accomplishments and innovation frequently, you reinforce role-model behavior and develop grassroots momentum for change initiatives.”

Where things stand

Based on our engagements with customers, we’ve evaluated enterprise progress in capability in the eight domains making up the HPE Edge to Cloud Adoption Framework.

The People domain is the one in which organizations struggle the most to make progress, with an average maturity of 1.7 on a scale of 1 to 5, where a score of 3 indicates a cloud-ready organization (see Figure 1).

Figure 1: Organizational maturity in the eight domains of cloud operation model adoption

That’s not to say they’re bad employers. They can value employees themselves and aspire to raise their overall talent level but still fall short in the overall delivery of talent-related initiatives. They can create talent development plans but fail to align them to cloud-focused initiatives. And they can pledge to do a better job building a talent base but fail to exercise the organizational muscle to make it happen.

The struggles cloud-focused organizations have on the people front can be tracked to four of these factors (see Figure 2):

Talent attraction and retentionTalent enablementCommunicationStrategy and planning

Figure 2: Organizational maturity in the People domain

While most organizations at least try to address each of these factors, many don’t have the deliberate plans needed to drive complicated cloud transformations.

A methodical approach to identifying well-defined initiatives that can be implemented in measurable increments can go a long way toward addressing people-related obstacles to transformation progress.

ttract and retain: Competing for specialized skills

Start with attracting and retaining talent. In today’s competitive IT environments, it’s critical for organizations to attract the specialized skills they need. Every company is competing for the same hybrid, public cloud, and edge talent. But organizations are struggling with traditional onboarding techniques. Job searches and exec searches often don’t reach people with the right skills. Compensation packages are getting expensive. Geographical requirements are often too rigid.

Across the population of organizations we engage with, those that are lagging in cloud maturity simply aren’t effective at acquiring the talent needed to do the job, and they’re not extending internal plans to retain the talent they have.

In contrast, leaders on the people front are developing systems to find this talent and sustain it. They have a solid foundation for performance and talent management already in place, and they’re adapting it to meet the needs of new areas like hybrid cloud security, hybrid networking, and internet of things. Culture, salary competitiveness, and nonmonetary incentives play a large part in how effective an organization is at talent identification and recruitment success.

Leading organizations are defining new job functions and new practice areas, where exciting growth opportunities can be used to compete for attention. They are attracting talent outside of the traditional full-time equivalent roles by developing strategic relationships for contractors, partners, and other non-FTE workers.

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By: Anke Hirning
Title: Investing in people is key to successful transformation
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Published Date: Tue, 26 Oct 2021 14:00:00 +0000

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