The battle for analytics talent is fierce—and for government agencies, it often feels like an uphill battle. Government agencies, just like private-sector firms, have the ability today to access data and technological tools that can yield true long-term benefits. But at the core of this is talent: finding smart, driven people who can work seamlessly at the intersection of technology, analytics, and business.
Capturing these types of knowledge workers has proven complex and difficult. The supply of truly top talent—those with the right combination of business and technical skills—is well below demand, and competition is driving up prices. And for the government the challenge is even greater. Most programs lack the budget to truly target the top-tier talent, and government hiring restrictions can trim the already-limited pool of possible workers. With analytics not a traditional job code, the workers who do enter often find themselves siloed with few mentors and less opportunity advancement than they might find in industry.
All types of analytics organizations have trouble attracting the right people for available jobs. In fact, 43 percent of LEAP respondents say at least 10 percent of their companies’ digital and analytics positions are unfilled They remain unfilled not only because of the shortage of talent but because many companies simply don’t know what skill sets they want from their digital and analytics employees and don’t do what it takes to attract and retain them.
These skills are as important for government entities as they are for almost any other organization, – and even harder to fill.
So what can government leaders do to attract these crucial people?
Treat analytics as a core competency. For the U.S. government, analytics is a nontraditional job code, making it a role that does not fit as neatly into agencies or the military as it would in the business world, which makes it less nimble. However, analytics must become a core competency for the government, which means establishing a place within and across departments where these skills can play a central role. It also means communicating how analytics improve performance and save taxpayer money, both with internal stakeholders and constituents.
Develop formal career paths and informal interest groups for analytics. Government analytics work needs a formal career path to truly become a core competency. This means exposing analytics workers to government activities and the right training and tools, determining how to advance and scale the function, and determining who they will work with, so they know
Focus on customers and constituents. Analytics can serve as a way to better understand the needs, desires, and habits of constituents. It can also help proactively deliver new and improved digital services.
Identify opportunities for analytics to transform functions. With the first two steps in place, you can then look to ways that analytics can transform functions. Procurement is one particular area where analytics can help drive improved performance and greater efficiencies.
Christian Hagen is a partner in A.T. Kearney’s Strategic Information Technology Practice and is based in Chicago.
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