It may be too early to know exactly how COVID-19 will affect technology jobs and skills in the long run, but there are clear signs of what might happen.
According to the US Bureau of Labor Statistics (BLS), in the first two months, a new year began for IT professionals: 25,300 technology jobs were added to the US payroll list. But by March, that number had fallen to 6,000 new IT jobs, and then dropped in April, when the BLS reported a stunning net loss of 181,300 jobs in America.
Clearly, for those of us who analyze technical labor and predict labor markets, the elephant in the room is the COVID-19 pandemic and how the economy will react to it in the coming months. It’s too early to say with accuracy what lies ahead, but one thing has already been determined: before the employers involved in the pandemic were already actively struggling with the development and creation of successful models of technical personnel to meet their future and current needs, and now these goals have become even more elusive .
In fact, it’s almost idyllic to think that before the pandemic, the most common problem employers faced was balancing three things: the urgency of digital transformation, combating increasing security threats and at the same time ensuring the smooth operation of increasingly complex systems and networks. and efficiently.
The staffing problem has now gone far beyond that. More than ever, hiring managers need to strategically think through their technical staff needs over the next few years, identify the specific technical skills that will be needed and at what level, rather than relying on consultants and conditioners to solve their shortage problems. skills. They need to set up a roadmap to get there so they don’t fight for talent at the last minute when the time comes.