Experts explain how to fight for those you can't afford to lose
The demand for technical specialists continues to rise. Exacerbated by the general talent shortage Australia continues to battle, the scarcity of technical talent, particularly those with technical leadership responsibilities, is becoming a pressing issue for organisations. The competition is fierce and losing these specialist leaders to competitors can have detrimental effects on an organisation's innovation capabilities. These are the people organisations can’t afford to lose.
However, the irony is that these experts are often the easiest to lose, as traditional promotion pathways may not align with their aspirations, or even be best suited to their capabilities. So, where to from here?
Founders of The Human Link, Kelly Michael and Stephen MacDonald, explain that to attract and retain invaluable technical leaders, organisations must go beyond monetary incentives and offer development opportunities and clear career paths tailored to their needs.
Kelly Michael, CEO of Map of Me and Co-Founder of The Human Link, said businesses must prioritise the development and engagement of technical specialists and this starts with recognising their unique value and fostering an environment that supports their growth.
Kelly Michael, CEO of Map of Me and Co-Founder of The Human Link
“The new era of work has ushered in a new pool of talent which have redefined the role of the traditional people leader. At the same time, this has demanded a shift in focus for HR teams toward empowering technical leaders who prompt innovation and are often deemed the lifeline to success,” Michael says.
Together with her co-founder, Michael has helped Fortune 500 companies, public sector agencies, leaders and individuals deeply explore their internal worlds to fundamentally shift how they show up in their own lives, the teams they are a part of and how they connect into their organisations to find meaning in their work.
“Technical leaders are armed with deep domain knowledge and serve as the catalysts for innovation within an organisation. Their ability to leverage their expertise across different functions and collaborate directly with other specialists is crucial in solving complex problems and driving progress within the business. But, organisations often find themselves at a crossroads with keeping them engaged when the traditional promotion leaver can’t be pulled,”
New research suggests it takes an increase of approximately 31 percent in remuneration for engaged employees to consider leaving their employer. This confirms that while monetary rewards are essential, true engagement requires a concerted effort from employers that’s tailored to each employee’s needs.
Michael said this starts with understanding of personal values, which will allow organisations to understand what meaning their employees crave from their work.
“To engage technical specialists, HR teams must get a deeper understanding of an individual’s personal values and create an environment that connects people to meaning in their work. For some, this could mean fostering a culture of continuous learning and providing opportunities for technical specialists to showcase their expertise and influence decision-making. There’s also the option of creating communities of practice, where specialists can share insights and solve challenges collectively, to foster a sense of belonging and purpose,” Michael says.
Stephen Macdonald, Co-Founder of The Human Link and Organisational Psychologist, said that each organisation’s approach to employee engagement will differ, particularly when it comes to technical leaders as they have a clearly defined role within an organisation.
“HR teams must develop tailored frameworks and enlist the support of engagement tools to support the long-term retention of technical specialists. Targeted development is paramount to the engagement of this cohort of employees, who receive little-to-not gratification from traditional engagement measures such as staff outings or even pay rises,” Macdonald explains.
Stephen Macdonald, Co-Founder of The Human Link
“Technical leaders are often high performing, dedicated intellects and they expect dedication from their employers in return. A contemporary approach to employee engagement will therefore have little success. So, HR teams must shift the focus from traditional people leadership skills to empowering and advancing the experts in the organisation through custom built programs that resonate with such employees.
“This involves identifying the unique aspirations and growth opportunities for technical specialists, offering them the chance to deepen their knowledge, develop new skills, and broaden their impact. Whether it’s training programs, conferences, workshops, or mentorship initiatives; we’ve found that successful engagement programs often come from cross-functional collaboration. By encouraging technical leaders to explore new areas and exchange ideas with peers in different domains, organisations unlock their full potential while also retaining their engagement,” MacDonald says.
In the war on talent, retaining technical specialists is a strategic imperative for organisations aspiring to thrive in a rapidly evolving global landscape. Recognising the pivotal role of this cohort, HR teams must develop and optimise targeted engagement programs that clearly outline opportunities and create career paths that cater to their unique aspirations. This will not only help retain technical experts, but also foster an environment that encourages collaboration, problem-solving, and continuous learning.
Both Michael and Macdonald agree that only when businesses can create meaningful workplaces will technical specialists remain loyal and engaged, but so too will they be inspired to become co-creators of success.
