While some may job-hop to find “better” options, that trend is slowing down, and people are more interested in finding a stable job at a supportive company with a solid career ahead of them. For this reason, candidates at every level are increasingly focusing on questions about career development and career tracks as they consider taking on a new role.

Here are four of the biggest questions we’re seeing candidates ask, and how your organization can prepare satisfying responses.

What upskilling opportunities do you offer?

A study by Gallup and Amazon found that 57% of employees are interested in upskilling, and that number rises to 71% when the training is free or part of their paid work. Given how rapidly the IT environment evolves, today’s candidates are prioritizing companies that strongly support their skill development and growth. In particular, they’re looking for employers that do more than just give them resources and leave them to it; they prefer companies that build that upskilling into their actual jobs and on-the-clock hours.

Existing training, however, may not always live up to expectations – for employees or for employers. Research from Skillable found that 40% of tech employees don’t think current learning technologies actually help them do their jobs better, while 59% want to see more relevant learning content and 37% feel like training doesn’t connect to specific levels or skills. Training opportunities must connect to the current demands of the market and concerns of employees. For instance, the employees surveyed by Skillable reported that the top three crucial technology skills they believe they must master to remain competitive are AI trust, risk and security management/AI TRiSM (51%), Composite AI (46%) and Generative AI (44%). Demonstrating your organization’s commitment to staying on top of new tech is key to attracting these future-minded individuals.

How do you combat burnout?

IT and cybersecurity can be stressful fields, and the rapid pace of change can lead to frustrations, lowered trust, and outright burnout. Yerbo’s “The State of Burnout in Tech” reported that two in five tech employees could be classified as “high risk” for burnout. Among IT professionals that report serious burnout, 42% say they’re considering quitting their company within six months, and 25% of those with lower levels of burnout say the same.

Those changes mean they’re looking for companies that do more to support their full well-being, not just their productivity. Be prepared to answer candidates’ questions about topics like flexible scheduling, career development, community building, and reducing stress. Retention is critical in today’s competitive environment, and proactively addressing burnout goes a long way.

What does my earning potential look like as I advance?

It shouldn’t be surprising that candidates are curious about what their salary future looks like, not just their titles or skills. Much of today’s tech talent pool has grown accustomed to being in-demand, especially in the past several years. While the market has stabilized somewhat, career-minded IT pros are thinking long-term, including their earning potential.

Salary transparency remains an important part of the conversation. Top candidates will want to know more about their base salaries, benefits, and how they compare across the board. Pay “bands” can be helpful, but not if they’re overly broad. Look for ways to strike a balance between letting candidates make informed decisions and maintaining some level of discretion around internal information like salaries.

Do you typically promote and/or reskill from within?

With so much change, people want to know that they won’t be dismissed as obsolete when the next big skill comes along. 22% of American workers overall fear that technology will make their jobs obsolete, according to research from Gallup. In the IT world, where technology changes have an outsized impact on careers, professionals want to feel confident that their companies will give them opportunities to evolve, too.

Questions about internal promotions and reskilling are key to giving that assurance. A track record of elevating internal talent and providing opportunities to upskill and reskill can reassure talented candidates that they are valued for more than just their immediate, current abilities. In tech today — and in most fields, to be honest — employees want to work for organizations that demonstrate an investment in their future success.

 

By Daniel Midoneck