Techy vs. Non-Techy: An Outdated Polarity in the New World of Work

I too often stick my nose into discussions that apparently aren't my business. As a strategist and a technology evangelist, I frequently attempt to speak to the process of recruiting and hiring new talent.

Leaders don't always listen. That's okay. I was a preacher for a long time. I am used to it. It doesn't hurt my feelings. However, ignoring this input, whether it is from me or someone else does hurt the organizations who don't listen.

My advice, in short form, is this: Nearly every member of an organization now must have baseline technology skills. In other words, "I don't do tech," is no longer a valid excuse for not possessing vital skills for work.

"I don't do tech." 

I hear some form of "I don't do tech," on a fairly regular basis. It comes in various forms like: "I'm not tech savvy," "I'm not techy," "I'm not a digital native," and, "I don't know computers."

It comes from young people and seasoned veterans of organizations. It comes from brand-new, entry-level staff all the way up to senior executives. It is becoming a very strange thing to hear.

In 2018, "I don't do tech," either means you live in the woods without electricity or, more likely, you only use technology in ways that serve you personally, and you are unwilling to learn new things to do your job. I meet very few people who don't use technology every day. They may not be great at it, but they find a way to pay their bills, watch television, and even video chat with family. The barrier seems to mostly apply at work.

Those who claim to be tech-adverse are throwing up a wall against the tools that are now an essential part of modern work. Those who erect this wall are relegating critical tasks, and often decision making to other staff or other departments. They are often refusing to engage with the tools that are:

• An essential part of their work. 
• An essential part of collaborating with other individuals and parts of the organization.
• An essential piece of the overall strategy of the organization.

Learning these new tools is an essential part of being a modern employee, yet some still feel empowered to reject the work before them. Hiring people who are unwilling to learn new things to do their job is unsustainable in today's marketplace. 

Now, before everyone freaks out and I am not necessarily talking about specific, specialist tech skills like coding, application development, networking, cyber-security, search engine optimization, cloud hosting, or back-end database management. Many of these require specialized education, training, and aptitude. I am talking about the essential tools of business. In general, email, word-processing, basic spreadsheet manipulation, and the use of specialized software and web platforms for specific organizations. More than that, I am talking about the ability to learn and adapt to new technology platforms designed to make work more efficient and effective.

This Is Not New

At the first radio station I worked at, there wasn't a single computer in the building. In the last one I worked in, there wasn't a turntable or even a CD player in my studio. All the music, commercials, and everything else had moved to computers and software. Not everyone made the transition. However, a surprisingly high percentage of talent did adapt. Perhaps that can be credited to the fact that no one was given a choice.

It Is Still a Choice

In organizations that have been slower to embrace technology, it appears that some are still making it a choice. Many people are hired, retained, and even promoted without an essential set of skills necessary to do their jobs.

This has an impact on organizations. It is not only that many organizations have a percentage of their workforce that is not especially effective, but it is also that this places an undue burden on the percentage of the workforce who is technically capable.

One of my first jobs was in the mailroom of a large corporation. I was the youngest, least experienced person on the staff so I mostly did the grunt work. They had just installed a new computer system that allowed them to create and print the labels for FedEx packages. Nobody would even touch it but me. That was a long time ago. Most of the people in that mailroom had never touched a computer before. They certainly didn't have smartphones and tablets. But now it is 2018 and it is still happening.

All people now have to be tech people.

So, what do we do?

Starting With the People We Already Have

Organizations can start with the people they already have. Managers should be aware of the skills necessary for the work of the organization and should evaluate the competencies of current staff. Supervisors may not be fully aware of what role technology plays in their own department. What they will likely find is that they have some technically competent people and some people who have learned to work around their lacking skills – usually by leaning on others to assist with essential functions.

Once managers have an understanding of the dynamics at play, they can begin to change the culture and expectations. It is quite possible that the tech-adverse workers in an organization have just never been told that learning and using modern tools is a required part of their job.

Some workers may need help. Fortunately, there is more training available now than ever before. With online training available, employees can learn essential skills without even leaving the office. Also, more technically savvy workers can be empowered to assist with training. 

Shifting Recruiting and Hiring Practices

It is surprising to me that, when hiring non-technical workers, a manager can hire someone without once seeing them lay hands on a computer. I am a proponent of requiring a basic computer skills test as a part of any hiring process. These tests can be tailored to any position once management has a clear understanding of the technical competencies required for a job. These skill tests can be purchased, licensed, or created in-house.

For organizations that aren't ready to invest in a formal testing program, there are even simpler methods. Just offering a computer to an applicant with a set of tasks that need to be completed can provide a wealth of information. What an interviewer should look for is not necessarily successful completion of each task. Instead, attention should be paid to candidates comfort level and attitude when faced with something new. Whether a person attempts to work with new tools or pushes the computer away in frustration will speak volumes into their potential value to the organization.