pany, has taken a different approach. To minimize
the impact of talent shortages, it built its own talent
pool in-house through a custom apprenticeship
program, says company founder Richard Banfield,
Boston, Massachusetts, USA. Mr. Banfield says he
brings in “somewhat qualified” people who have
some of the skills and experience he needs and then
puts them through a 110-day boot camp.
“It’s a way to find the best possible candidates for
these positions,” he says.
The apprentices take lower-level
roles on projects under the supervision of senior people, which helps
get the projects finished while providing the apprentices real-world
experience and mentoring.
At the end of the boot camp, Mr.
Banfield hires the best apprentices
and then introduces the others to
clients looking for young talent. Having under-skilled team members does
require additional oversight, but it’s
worth it, he says.
“We are actively creating our own
talent and seeding the market with
alumni for the future.” PM
skills, and more than half say the speed of technological change threatens their organizations,
according to a 2014 PwC survey.
In addition to outsourcing, some organizations
recruit abroad, yet handling visas and relocation issues
can add months to a project’s timeline. Others lure
talent from competitors with incentives and higher
wages, but that can quickly become cost prohibitive.
Fresh Tilled Soil, a user experience design com-
Fresh Tilled Soil, Boston,
The offices of Fresh Tilled Soil, a user
experience design company in Boston,
Source: Rally the Talent to Win: Transforming Strategy into Reality,
an Economist Intelligence Unit research program sponsored by PMI, 2014
According to respondents, the following are long-term