By Sascha Giese, SolarWinds Head Geek™
When it comes to digital transformation, one area of investment trumps all others. It’s not hardware. It’s not software. It’s not even the latest development in artificial intelligence (AI) and machine learning (ML).
It’s people. And if public sector organizations want to deliver data-rich government services, they need to recruit, train and retain IT professionals with the skills and personal qualities to make that happen.
Much of the discussion around digital transformation pivots around the latest solutions and how these have been employed to digitize cumbersome processes.
For instance, recently, HM Land Registry announced it is now ‘digital by default’, meaning that property-related applications can be submitted directly via its portal using its Digital Registration Service or by using legal software connected to its systems.
Elsewhere, Companies House — the government body that stores information on all the limited companies and limited liability partnerships registered in the UK — is introducing a new digital identity verification process to help combat fraud and money laundering.
People are pivotal to digital transformation
What links these two — and every other project that makes up the digital transformation journey — is that you need people to implement, manage and maintain these systems.
It’s true that to bridge the gap, the government often recruits expertise from external companies. But this can be costly. It’s also true that there is a global shortage of skilled IT professionals, which can make recruitment challenging. Despite these obstacles, if the public sector doesn’t invest in attracting new talent today, it’s simply a case of kicking this particular can down the road until the next time.
Which is why I was heartened to read recently about the work of the digital, data and technology (DDaT) function led by the Central Digital and Data Office (CDDO). Announcing the launch of its new Software Developer Graduate Scheme last autumn, those running the initiative explained why it’s so important.
“The scheme signals a step change in how we diversify the government’s graduate offer and directly addresses the shortfall in software developer talent,” the scheme’s leaders wrote in a blog.
“Our DDaT Workforce Insights Report published July 2022 reports 3,683 Software Developer vacancies across government. While we are starting small, this is direct progress towards addressing these gaps and improving the diversity of government’s Software Developer community.”
Maintaining a keen focus on skills
As part of their training, the recruits will look at topics such as software development processes, user-centered design principles, programming, cyber security, prototyping, and accessibility.
As those organizing this new training initiative explained: “[This is] a glimpse into how early talent programs can help fill our crucial skills gaps across government in order for us to deliver truly outstanding digital services to citizens.”
Crucially, the onboarding of this new intake of IT professionals involved more than just “software development processes” and “user-centered design principles” ¬ — as important as they are. The new recruits will also learn about other work-related issues such as well-being, mental health, and nutrition to create a “unique and holistic approach to learning.”
After all, addressing these issues is important when it comes to maintaining a motivated and happy workforce. Jobs are no longer solely defined in terms of role, rank and reward. Or to put it another way, investing in new people isn’t just about offering the biggest salaries.
There’s more to investing in people than just money
Instead, you need the right infrastructure in place to support people throughout their careers. Employers who want to recruit and retain the best talent need to create an environment where people want to work, contribute and make a difference.
It goes without saying that once people are embedded within an organization, they need to feel valued and motivated — alongside opportunities for personal development and growth — so their work remains fulfilling.
One way that is being addressed within the UK government is via the Civil Service Data Challenge. It encourages public sector workers to come up with new ways that government can improve its use of data. This year, it attracted more than 120 ideas from people across a range of grades, roles, professions and organizations.
This year’s entrants have now been whittled down to four finalists following a grueling Dragon’s Den-style pitch in front of judges. The finalists include a project to use AI to refine the Digital Mail Service; a data dashboard to identify and tackle modern slavery; using online gaming technology to conduct policy experiments in virtual worlds; and a project that seeks to improve levels of compliance for child maintenance payments. The winner is due to be announced in March.
Above all, this event shows how the public sector can harness the challenges of digital transformation to motivate and inspire its people to make a real difference. Alongside other initiatives, there are clear signs that the public sector is redoubling its efforts to invest in people. And it shows that when it comes to technology, people matter.
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