In today’s competitive
market, practitioner talent
goes to organizations
unafraid to get creative.
BY RACHEL BERTSCHE
t’s a daunting time for organizations looking to
both hire and hold on to quality talent. Eighty-three
percent of organizations report difficulty in finding
qualified practitioners to take on available project
manager roles, according to PMI’s 2013 talent report
Building High-Performance Project Talent. And the
gap between supply and demand is unlikely to narrow anytime soon: More than 1. 5 million new project
management roles will be created globally each year
through 2020, according to PMI’s 2013 Project Management Talent Gap Report.
“The project management field is looking at a
talent shortage, especially in the STEM areas—
science, technology, engineering and mathematics,”
says Amanda Kassler, PMP, compensation and
benefits manager, Security Service Federal Credit
Union, San Antonio, Texas, USA.
In Rally the Talent to Win: Transforming Strategy
into Reality, a 2014 Economist Intelligence Unit
research program sponsored by PMI, 72 percent
of respondents say that talent management will
become increasingly important to strategy implementation and execution in the next three years.
I
L
LUS
TR
ATI
O
NS
BY
JO
E
L
KIM
M
E
L
