Intelligent CIO Europe Issue 54 - Page 36

EDITOR ’ S QUESTION
DREW SANFORD , VICE PRESIDENT , GLOBAL SECURITY
OPERATIONS , CONNECTWISE
Employers should carefully monitor the preferences of candidates and be prepared to offer working arrangements that work for everyone .

bBuild a strong culture

Anyone who has worked as part of a unified team that operates with a well understood set of goals will appreciate the value this brings to their role . To achieve this , employers need to ask themselves some tough questions : Does their culture make employees feel valued ? Does it help them advance their careers ? Does it help them feel like they ’ re a part of something important ? It ’ s essential to build a work environment that affirms , grows and encourages people , not least because it ’ s one of the main ways of enticing them to stay .
Culture is also becoming increasingly associated with recruitment success . Today , more people are closely scrutinising the culture of a potential employer alongside core considerations such as salary . Shared values and vision are rising up the list of priorities for people making career choices , and
Businesses that keep recruitment momentum moving will generally find they are better placed to succeed when their needs become more urgent . employers should not underestimate its importance , especially for GenZ professionals for whom these issues tend to sit near the top of their list of requirements .
Then there ’ s the question of remote , hybrid or officebased working . Employers should carefully monitor the preferences of candidates and be prepared to offer working arrangements that work for everyone if they are going to fill vacant positions .
Maintain recruitment momentum
When an organisation – large or small – manages to fill its available roles , there ’ s always the temptation to then put the recruitment process on hold and only restart it again when there are new people to hire . In the case of cybersecurity where demand is very high and people are likely to move jobs relatively frequently , this is a mistake .
Instead of waiting until there are urgent requirements before activating a recruitment strategy and risk delaying the arrival of new people , businesses should keep making contacts , having informal discussions and building their networks , even if they currently have no roles to fill . In pursuing this approach , candidates should always understand whether they are discussing an open role or involved in networking – transparency is vital . Businesses that keep recruitment momentum moving will generally find they are better placed to succeed when their needs become more urgent .
With no end to the cybersecurity talent shortage in sight , organisations must invest in both recruitment and retention . Failure to do so will increasingly mean that some teams can never break the cycle of recruitment and staff turnover , with an almost inevitable impact on the effectiveness of their cybersecurity capabilities and overall commercial success .
36 INTELLIGENTCIO EUROPE www . intelligentcio . com