IT pros who tend to change jobs every few years may, in fact, be just what future organizations are looking for, and we may see a shift in the way the organizations think about long-term careers, he says.
“Enterprises ahead of the curve are already crowd-sourcing talent, through gig workers or contractors, to fill gaps and free up their internal resources to focus on the most challenging and interesting work, and to the delight of those bored IT pros, we expect more organizations to take this approach,” Bechtel says.
Remote in full force
The pandemic accelerated the development of remote and hybrid teams, and that trend will only continue in the future, Bechtel says. Organizations whose IT employees who prefer working from home will also benefit by sourcing talent from all over the world.
“Given the rate of digital transformation, enterprises are demanding more from their technology teams and are sourcing talent globally,” he says. “Many technology workers have opted to stay remote, creating a more fluid workforce. In fact, 85% of IT divisions plan to be hybrid or fully remote going forward.”
Frank Opat, chief architect and vice president of architecture at Versapay, sees remote support work evolving in both scope and how the work is accomplished.
“IT pros already know what it’s like to be on call, but with the continued rise of remote and hybrid work, geography and time zones are becoming less relevant,” Opat says. “I expect to see the continued need to adapt so that IT services are available around the clock. I’d imagine that this continued demand will see the rise of natural language process AI to handle things like tier 2 issues or frequently asked questions, much like you see in chat on websites for marketing and customer support today.”
As the impact of widely distributed organizations unfolds over the next few years, Wiley CTO Aref Matin says increasingly sophisticated ways of working remotely will improve collaboration.
“Virtual and hybrid work is here to stay,” Matin says, “and I think that’s a great thing for technologists. In terms of culture, putting teams in a silo is the fastest way to dishearten them. In a physical workplace, this can be easy to do. I’m hoping that virtual work environments have shown leaders not only the benefit but the necessity of better connectivity between day-to-day work and business outcomes.”
Rehman sees a trend, especially among younger workers, of using mobile devices for IT work instead of being tied to a computer at work, or a desk for that matter.
“I see the next generation using phones for writing an entire doc,” he says. “I saw a kid coding on his phone the other day, not like C emulator stuff, but actual coding. Remember, languages are changing, and I see this more and more. There is a change in how tech workers use our attention span.”
And while it’s difficult to say how all these forces will impact IT salaries on the horizon, Hendrickson sees the confluence of AI and remote work freeing up additional budget for IT talent.
“The days of physical monitoring or fixing are gone. Most everything can be done remotely, and with cloud services and major providers being the future of tech infrastructure, there will be little need to go into a physical office, at least from an infrastructure point of view,” he says. “With the coupling of continued automation and the reliance on cloud technology, organizations can prioritize investments in talent, R&D, and skills and career development ahead of real estate.”
Either way, it’s going to be interesting seeing how the next five years unfold in the IT workplace.
