The digital transformation underway across all sectors of the economy means that demand for technology professionals is soaring.
Even before the pandemic, it was clear that demand for technology skills and leadership was on the march. A study conducted by Faethm in association with the Australian Computer Society (ACS) reveals that although automation and AI are going to transform all industry sectors and displace some workers, over the coming 15 years as many as 5.6 million new jobs could be added to the Australian economy – a quarter of them in technology-related roles.
The annual Digital Pulse report – prepared by Deloitte for the ACS – suggests that the nation’s technology workforce will grow by just over 3 per cent for the next five years, and reach a million people by 2027. It’s an encouraging trajectory but an organisation like Iress, a fintech which is founded on solving complex problems with technology, needs capable, intelligent people who like solving complex problems now. It needs people who are skilled at collaborating with colleagues both face to face and online, and schooled in agile approaches to problem-solving. And it needs leaders to help them do that.
The challenge for organisations as they navigate their skills requirements is to pay careful attention to different career trajectories. Is an individual best placed as an expert or leader? Where does their passion lie? What are their aspirations and how can they be nurtured?
A resilient, next-generation workforce emerges by balancing the skills equation carefully – nurturing leaders and investing in the skills of experts.
Iress chief technology officer Andrew Todd says: “In my experience, career progression has often been a path of becoming a technical specialist in the role – whatever the technical speciality might be – then you become a team leader, a