7 ways to spot hidden IT talent within your ranks

Keshavan believes that an enterprise-wide talent mobility strategy is essential to enhance staff development and engagement, advance overall organizational health, and build talent bench-strength. “It should be a top priority for C-suite level executives and a key objective for leaders across the enterprise,” he notes.

Scouting for promising internal talent is an acquired skill that demands a thoughtful approach in order to avoid unintended consequences, Keshavan says. “CIOs cannot put individual interests above the needs of the overall organization,” he warns. “Leaders must balance employee interest with appropriate timing and business and technology needs to ensure they do not create a talent gap.”

6. Rotate responsibilities to unlock potential outside comfort zones

CIOs should look for team members who aren’t afraid to learn new skills and who are motivated to step into roles that might initially be outside of their comfort zone, says Sal DiFranco, managing partner of global advanced technology at DHR Global, a leadership and executive advisory firm.

It’s important for individuals to show their inclination to learn and take on new challenges, DiFranco says. “They should have the willingness to take on rotational assignments and be open to trying new things that might be outside of their typical day-to-day responsibilities.” He notes that many tech pros only feel comfortable operating within specific areas, whether it’s infrastructure, application development, security, or any other IT discipline. DiFranco also suggests looking for team members with the ability to translate their technical knowledge and analyses into forms enterprise leaders can understand and use.

DiFranco believes that the biggest mistake CIOs make when scouting for internal talent is promoting individuals based on their length of employment instead of prioritizing skills and performance. “Another common mistake is not considering external talent before making an internal hire, which can lead to overlooking a potentially better qualified candidate.”

7. Identify innovative thinkers before considering skills

Look for individuals who propose innovative approaches to difficult problems. “These are the people who are constantly generating new ideas, proposing projects, and devising creative solutions to existing issues,” says Alan Heppenstall, CTO of digital credentialing platform provider Accredible. “Identifying these employees, and helping them understand their growth tracks, will help the organization promote the right talent,” he explains.

Heppenstall recommends looking for candidates who have a strong track record of innovation, particularly individuals who have worked on boundary-expanding projects and who aren’t afraid to take a calculated risk. “The individuals who strive for innovation, while critically considering any possible obstacles, are the ones who are going to make the biggest impact on your organization,” he observes.

Once promising innovators have been identified, the next step should be creating a system to thoroughly analyze their skills, such as coding ability, database management, cybersecurity awareness, and knowledge of emerging technologies, Heppenstall says. “Having a database of employees’ credentials and professional skills will significantly streamline the process, since those credentials signify and prove each person’s competence in their areas of expertise.”

Final thought

“Failing to familiarize ourselves with all team members can lead to overlooking incredible talent,” counsels Workato’s Busse. “While there’s certainly a time investment, being in tune with each and every team member’s strengths and challenges ensures we staff our internal structure for success.”