The key to filling IT talent gaps? Invest in your current workforce.

State and local government agencies have grappled with IT talent gaps for more than a decade. For these organizations, insufficient IT talent doesn't just hinder daily operations—it also jeopardizes their ability to serve their constituents.

According to new data from Ensono, 97% of IT decision-makers in state and local government and higher education organizations said they have encountered at least one challenge that directly resulted from a lack of IT talent or skills at their organization, including stalled IT modernization projects and lower organizational productivity. 

But while there’s no magic pill or one-size-fits-all solution to navigating the IT skills gap, agencies can make significant progress toward bridging the gap by investing in their existing workforce. 

Here are three key strategies for navigating the IT talent landscape in 2024: 

1. Prioritize upskilling and reskilling. Upskilling and promoting internal candidates is a far more cost-effective approach to filling skills gaps than hiring. It eliminates onboarding costs and significantly reduces the ramp-up time for employees entering new roles. An added bonus? Employees at organizations with high internal mobility are likely to stay longer. 

One avenue for upskilling is to partner with private-sector organizations that offer certifications, training or mentorship, broadening opportunities for employee learning. This kind of partnership can help retain higher-quality talent because employees see opportunities for learning and professional certification. 

Engaging in open dialogue can help leaders determine the priorities and career goals of existing employees and align the agency’s workforce development initiatives accordingly. For example, if an IT staff member takes an interest in generative AI, they should have the opportunity to pilot the technology or attend a conference about AI in government. Workforce development initiatives should be prioritized based on current gaps in talent. If an agency wants to automate and optimize back-end processes using AI and machine learning tools, for instance, it should invest in training workshops that focus on AI and machine learning skills.

2. Provide ongoing support. Agencies can’t afford to invest time and money in training and upskilling employees, only to have them leave the organization weeks later. With 39% of IT decision-makers reporting that the loss of one or more coworkers would leave a knowledge gap about IT infrastructure, retention is an essential factor in operational continuity and an agency’s ability to maintain key functions. 

But retaining top IT talent requires more than just competitive pay and defined career paths. Perks like remote work, flexibility and professional development opportunities can help keep employees engaged. Agencies should consider offering employees a flexible hybrid work schedule that allows them to choose which days they come into the office. 

Retention is also about building a culture that is invested in the work and true to the agency’s mission. If a department or team is simply “keeping the lights on,” holding on to valuable employees may prove difficult. Agency leaders should foster an environment that not only celebrates improvements in services but also rallies during crucial IT events and perpetually embraces innovation.

3. Leverage third-party experts. Handing over control of certain elements of IT infrastructure presents a challenge for some organizations. Long-tenured employees may feel threatened by a third party managing their systems. They may also have concerns about widening the knowledge gap by bringing in a new team of people. 

But agencies can work with managed service providers to create a scenario in which much of the heavy lifting for infrastructure and maintenance is handled externally. This arrangement allows in-house IT staff to focus on the front-end experience of constituents rather than back-end busywork. 

Alleviating staff of IT infrastructure maintenance also gives them time to learn new skills and take on projects they have true interest in. 

Attracting and Retaining IT Talent: A Balancing Act

The IT talent landscape in 2024 presents a number of challenges. While it is critical agencies pursue modernization efforts that enable them to keep pace with evolving technology, it’s just as important to avoid overburdening the workforce.

By striking a balance between upskilling and supporting current employees while positioning state and local government as an attractive employer, agencies can attract high-quality talent, retain excellent employees and, ultimately, serve their constituents with improved services and digital experiences. 

Clint Dean is SVP of State and Local Government with Ensono.