EDITOR ’ S QUESTION

Build 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 employers should not underestimate its importance , especially for Gen Z 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 office-based 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 .

Waiting until there are urgent requirements before activating a recruitment strategy and risk delaying the arrival of new people . Instead , 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 . x

BUSINESSES SHOULD KEEP MAKING CONTACTS , HAVING INFORMAL DISCUSSIONS AND BUILDING THEIR NETWORKS EVEN IF THEY CURRENTLY HAVE NO ROLES TO FILL .

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 .

www . intelligentcxo . com

23