How do you solve a problem like resourcing?

If you run an IT or DDaT function, you are probably familiar with the Nirvana myth. This is the (sadly false) idea that you will reach some utopian steady-state where you will have all the right resources in the right place to deliver all your projects and keep the BAU operation ticking smoothly. Symptoms include: “We just need to recruit a couple more architects…”, “once the new supplier is fully onboarded this bottleneck will be solved…”, and “we’ll only need an interim contractor in that role until we can recruit a permanent replacement…”. The problem is that this steady-state idea relies on people, and people (for good and bad reasons) are sometimes unpredictable – they want to move counties or countries, get promoted, switch careers, and all manner of other things. Even if money was no object, just throwing ever more cash at resourcing isn’t a solution, and even if it was budgets are always under pressure.

In our recent survey of IT Leaders, they identified that the single biggest challenge to improving IT services is resourcing. And the problem is growing; with every new technology or digital service, more diverse skills are required. The Government Digital and Data Profession Capability Framework now lists over 50 roles requiring a combination of over 150 skills needed to deliver a fully functional DDaT organisation, and more roles with a specific focus on Cyber and AI will be added soon. On the plus side, there are lots of ways to obtain these skills – recruiting permanent staff, professional services, outsourcing / out-tasking, contingent labour, and a myriad of as-a-service delivery models. However, combining these to deliver optimal value is complex and increases the demands on the organisation.

So what’s the solution?

The first, and most important, step is – have a plan. A Next-Gen Operating Model will allow you to clearly align your products, services, and most critically your required resources to strategic objectives, creating a clear golden thread between funding needs and outcomes. Included within this should be a strategic workforce plan for the DDaT function covering the range and scale of skills required, along with a categorisation plan of how these skills would be most optimally sourced, factoring in existing and desired permanent staffing levels (most of our clients target provisioning at least 40% of critical skills via in-house resources), market attractiveness and cost competitiveness for bundled outsourced services, and usually a strategic desire to minimise contingent labour spend while maintaining a clear and robust IR35 position.

As an example, Finyx worked with a large government organisation agency to reduce the reliance on contingent labour and external supply chain within the DDaT Project function. We conducted a review of current resourcing approaches, defined workforce principles and worked with practice leads to define short, medium, and long-term plans covering recruitment, upskilling and alternative delivery models for hard to recruit DDaT capabilities. We leveraged our comprehensive DDaT Role Library and Job Description generator which contains over 200 profiles mapped to civil servant G1-G7 grades, SFIA grades, and CDDO DDaT role skills.

Where roles / skills are best provisioned through recruitment and retention of permanent staff, Finyx have found (both in our own recruitment and when helping our clients) that there are some simple but vital things that really have an impact, starting with the recruitment process itself.

How do you make recruitment effective and long-lasting?

When permanent staff recruitment is the right approach, Finyx have found that success hinges on some straightforward but essential actions:

An effective recruitment process is essential for attracting top talent. Clearly defining the skills and attributes that are non-negotiable for each role is crucial, particularly when hiring permanent employees. Consider how potential candidates can enhance your organization: What unique strengths and perspectives will they bring? How will they contribute to your company’s growth and success? By strategically identifying and leveraging these qualities, you can build a stronger, more dynamic team that drives innovation and excellence.

It is well known that having a diverse workforce fosters creativity and innovation and enhances problem-solving and collaboration as organisations with diverse backgrounds can approach challenges from different angles. Removing unconscious bias from the recruitment process not only ensures a fair and objective evaluation of each candidate but can lead to recruiting some exceptional employees. A bias free process can enhance an organisation’s reputation, attracting a wider pool of talented applicants and promotes an inclusive culture. This leads to a fair and inclusive workplace, promoting equal opportunities and driving innovation and creativity.

It’s one thing for an organisation to define its core values, but living by them is what truly sets it – and Finyx – apart. If those values are merely words on paper, employees will notice and talented individuals will seek opportunities elsewhere. This not only forces you to restart the recruitment process but also results in the loss of exceptional talent. Authenticity in action is the key to retaining top performers and building a strong, loyal team.

Finyx offers authenticity in everything we do, and we know how to build and develop effective DDaT teams. If you are looking for a way to reduce the AARRRRGH and move beyond feeling like all you are doing is trying to fix the next resourcing problem, please contact Matt Haynes at matt.haynes@finyx.com for chat.