How to Build a Resilient Technology Workforce Model

By Shawn Murphy, Gartner, Inc.

CIOs need an adaptive workforce model that enhances IT's ability to deliver results and execute on digital initiatives using a mix of human talent and AI. Gartner has found that 60% of nonexecutive board of directors (BoD) said implementing digital initiatives is among their top five business priorities, and 89% of BoDs no longer see digital as a separate strategy; it's implicit in all business growth strategies. The ubiquity of digital in organizations reveals a critical need for a workforce who implements a CIO's digital agenda.

CIOs need a technology workforce model that is resilient in the face of disruptive trends. Unfortunately, many organizations' current workforce models and talent practices are too static, rigid, and slow to keep pace with the demands for digital acceleration. Because of this, a resilient workforce model must be configured so that talent and work can be effectively aligned to respond to future business scenarios.

The goal of a reconfigured workforce model is twofold. First, it needs to be designed so that when a disruption impacts the business, the work continues or recovers promptly. Second, the workforce model needs to focus on building an adaptable, cost-efficient, and high-performing workforce.

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Central to a resilient workforce model is the use of AI, automation, and other technology advances. These have a profound impact on who does what work and how work is done. Enterprises are shifting toward a blended workforce model that includes nontraditional workers (gig workers, self-serve customers), robots, and AI-augmented resources.

Identify the Talent Mix Necessary for the Organization's Workforce Model

CIOs have a myriad of talent types to include in their workforce model. Having a range of human talent types affords CIOs the flexibility to integrate them into their model. Also, it is essential CIOs familiarize themselves with the use of automation and AI-enabled resources and include them in the technology workforce model.

It's important for CIOs to understand each talent option and evaluate their benefits and risks. For example, if attrition rates are too high, CIOs will not want to use the talent sharing option with partner organizations. The risk of losing talent to the partner organization is a plausible scenario and not worth the risk.

With digital ambitions in mind, CIOs need to look at who, internally, has the skills needed to implement the digital initiatives and support the technology post-implementation. This broad look at skills composition within IT reveals where gaps might be and where there is deep expertise. This approach upskills seasoned employees' coaching abilities while helping newer talent learn critical digital skills.

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Additionally, CIOs need to determine how current and future work should be distributed across the spectrum to support short and long-term business goals. Since upskilling existing employees can take time, CIOs could hire independent contractors to maintain on-time delivery of strategic initiatives while existing staff are trained on digital skills and competencies.

Balance the Workforce Model Cost-Efficiency With Agility and Scalability

When evaluating different options to shift the workforce mix, CIOs need to ensure cost structures are reset at a competitive level. Aligning with business needs to scale and adapt the workforce mix based on trends, needs, and organizational and IT goals is also important.

CIOs can augment routine, labor-intensive work using automation and AI historically done by employees. For example, using AI-based bots, or digital employees, is a cost-effective way to free up human employees to take on new work in scaling digital initiatives.

As AI continues to mature, it will become a more reliable "digital talent" source. It can augment human talent and pave a broader path forward for CIOs to reconfigure their workforce model. Simply relying on traditional talent types — human employees — for starters limits CIOs' ability to achieve their digital ambitions, a scenario unacceptable given the importance of digital transformation efforts in organizations.

CIOs seeking to improve their organization's ability to adapt the workforce model to achieve its digital ambitions should determine the appropriate talent mix for the IT workforce model by familiarizing themselves with the mix of talent types: gig workers, consultants, full-time employees, and even AI-enabled resources. Compose the best fit workforce model for the business by evaluating the degree of interchangeability of the talent and work, and balancing this with flexibility, scalability, and cost-effectiveness.

Shawn Murphy is a Senior Director Analyst at Gartner working on the IT Strategy, Execution and Organization team. His coverage includes designing and implementing IT organizational and culture transformation solutions, and upskilling leadership skills for CIOs and IT leaders. Gartner analysts will provide additional analysis on execution and digital transformation at Gartner IT Symposium/Xpo, taking place this week in Orlando, Florida.