Skills development: Richard Demeny, founder and CTO at Canary Wharfian, an online finance career platform, says that graduates and early professionals know they are calling the shots because even at the entry level talent is scarce.”[New entrants] are prioritizing opportunity and learnings, as pay is pretty much standard across the board, except for maybe high-finance areas like hedge funds,” Demeny says.”These professionals know that staying at the same employer for long will greatly limit their professional development: Often times, the best way to supercharge their knowledge, skills, and network is to simply change workplaces,” he adds, regarding rising employee turnover rates.David Berwick, director at Adria Solutions, argues that CISOs need to be more consistent in their attempts to retain cybersecurity workers.”Clear progression, realistic workloads, visible support from leadership, and flexibility where it makes sense,” says Berwick. “The organizations that get those fundamentals right tend to attract and retain people far more effectively than those relying on compensation alone.”
Avoiding burnout: Oliver Legg, co-founder of cybersecurity recruiter Aspiron Search, says that employee burnout is a growing problem for CISOs managing security teams.”What we’re seeing in the market is that retention goes beyond pay and depends heavily on the environment you create, the support you show, and how you evolve alongside an increasingly complex threat landscape,” says Legg.Security teams need to stay up to date with modern tooling to both defend against adversaries and keep teams engaged and effective.”Cyber pros working with outdated tools or purely reactive processes are far more likely to disengage and look elsewhere,” Legg warns.
Growth and elevation: Offering cybersecurity staff learning opportunities can be a powerful driver of engagement and retention.”Providing opportunities to attend or speak at industry conferences, along with support for new or refreshed certifications, helps teams stay motivated and continue developing,” Legg advises.CalTek Staffing’s Payne notes that cybersecurity professionals are both “highly specialized and in high demand.” This means workers are “constantly being approached by companies eager for their talents and are well aware that their skills are in short supply,” he says.Job candidates increasingly ask sharper questions about what their growth path would look like and whether they’ll have a voice in security strategy rather than focusing on compensation alone, according to Payne.
Earning employee engagement: Retention has become less about preventing dissatisfaction and more about continuously earning engagement.”One of the biggest drivers of turnover we see is a disconnect between what the candidate was promised during the hiring process and what’s actually supported internally,” Payne says. “Many companies talk about security being ‘mission-critical’ but operate with chronically understaffed security teams, or don’t give the CISO budget authority.”Payne concludes: “Strong candidates can spot this kind of problem very quickly, and they’ll leave just as fast.”
Earning employee engagement: Retention has become less about preventing dissatisfaction and more about continuously earning engagement.”One of the biggest drivers of turnover we see is a disconnect between what the candidate was promised during the hiring process and what’s actually supported internally,” Payne says. “Many companies talk about security being ‘mission-critical’ but operate with chronically understaffed security teams, or don’t give the CISO budget authority.”Payne concludes: “Strong candidates can spot this kind of problem very quickly, and they’ll leave just as fast.”
First seen on csoonline.com
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