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Managerial Tools >> HR >> Stiri si comunicate

Demand for IT brains exports on the rise

14 Mai 2015



For a neutral observer of the Romanian social life, the current trend related to promoting IT managers working in local subsidiaries of multinational companies to a regional level or above may seem a little strange, especially given the older social phenomenon of Romanians often leaving their country for good in search of a personal fortune. Yet the above mentioned trend stood out as one of the most relevant conclusions following the 2015 Romanian CIO Conference, held recently in Bucharest.

According to Oana Ciornei, Managing Partner Amrop Romania, a local branch of a leading international executive search company, the trend is highlighted by several key factors. "Currently there are no notable differences between recruiting a CEO, a CIO or a CFO," she said. "Besides the necessary specific technical knowledge, candidates aspiring for a C-level position in a company are required to have very good business knowledge on a cross industry level, good HR management capabilities and sound change management knowledge."

Business flexibility and agility rank among the most important reasons behind such a trend for C-level executives recruitment. As one of the conference panelists rightfully said: "Reactivity is simply not enough for business success of even survival. Not anymore. Companies need to be proactive and even anticipate the future if they want to stay alive."

While it is relatively new, the trend related to promoting CIOs inside non-IT companies operating on the local market to regional positions or above actually follows an older and similar trend, this time related to promoting specialists and managers from IT companies activating in Romania to levels with a higher multinational exposure.

Do such conjugated phenomena mean Romania shifts toward a brain generating pool with a high demand for exports? It's hard now to definitely say yes. Why? Simply because such an answer has to take into account some relevant issues that are not necessary related to individual capabilities, but rather to the social context where such capabilities act.

A CIO with multivalent managerial capabilities usually means long years of accumulated experiences. No matter how brilliant an individual may be, youth and the desire to achieve results without the needed practice for shaping such features into useful tools for efficient business management are simply not enough. Well, approaching the situation from such an angle, Romania has a problem: the business sector of the society is quite small in size.
The number of relevant businesses, many of them multinationals activating on a local level, has not grown constantly with time. Reasons behind that lay with economic conditions, state issued policies and strategies, consistency in making a reality from action plans on a national scale and so on, but none of the above stand as the main goal of this article.

Unfortunately, the small size of the business sector means the "pool" for growing managerial talents is extremely limited locally. The current trend of promoting local talents to regional levels or above is based on individuals that already accumulated such capabilities in previous years and decided it may be better for them to stay in Romania and not try to find a personal fortune somewhere else.
Such a limited pool of multivalent talents raises at least one question: what are the chances for the current talent transfer trend to stay alive and well in the future, without drying out? Again, a definite answer is quite impossible, as there are quite a few factors able to shape a decisive path, one way or another.

The companies' capacity, where such talents work, of becoming "growth nurseries" for cultivating capabilities needed by such potential candidates in order to reach their maturity fast stands as a key factor. In other words, for the flow to continue to be strong, they need to become farms for talents with an accelerated growth.

Another key evolution factor is represented by the actions taken by many young people in Romania to act in an entrepreneurial manner and set up their own small private businesses. The advent of new technologies and the rise of the Internet made possible for many such individuals to pursue their dreams and give up a corporate style of life. Once they meet success, it is hard to believe they will be tempted by a managerial position in a company, no matter the international exposure of such a position.

Lastly and on a more general scale, the third key factor is represented by the path the Romanian society will take in the future. As the foggiest of all factors, the latter is also the most difficult to be quantified within a reasonable time horizon. However, one thing is certain: the evolution of such a mix of factors will make a decisive impact upon the Romanian exports of talents, whether by boosting them, or by stopping them dead.



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