As part of the government’s £2.6 billion National Cyber Strategy, the Department for Digital Media, Culture and Sport (DCMS), recently conducted a survey into the state of the cybersecurity skills gap across the UK.
Key findings include the average size of inhouse cyberteams – half of all businesses (50 percent) have just 1 employee responsible for cyber security, with larger organizations being ‘slightly’ better resourced) – as well as a lack of technical knowledge affecting cyber security response. Indeed, half of cyber firms (49 percent) have identified technical cyber security skills gaps, whilst 45 percent of cybersecurity organizations report that current job applicants lack the technical skills required for their chosen role.
Comprehensive training programs
In response, Michael Smith, field CTO at Neustar Security Services offers the following comment: “The cyber talent gap in and of itself is nothing new. However, the UK government’s latest findings imply that the demand for cyber skills is outpacing the current talent pipeline to such an extent that organizations are leaving themselves critically exposed.”
It is very much a collective issue, and both government and industry must work together"
“The global talent shortage itself is massive – according to (ISC)², there were more than 2.7 million open cybersecurity jobs globally in Q4 2021 alone. It is very much a collective issue, and both government and industry must work together address this talent deficit head-on through effective policy and far more comprehensive training programs.”
Regional security organizations
“Out of necessity, most C-Suites are now looking for ways to build themselves a talent pipeline outside of the traditional recruiting and HR processes. They are getting more hands-on in the ways they identify and attract talent, from being more active with networking in their daily lives to getting directly involved with regional security organizations, conferences, and mentorship programs.”
“In some cases, CIOs or CTOs are becoming de facto recruiters. It’s not about a salary ‘arms race,’ clearly, we need to be more creative in our outreach and offer far more reskilling opportunities – especially as the threat landscape continues to evolve. In the meantime, leaders should identify talent from parallel fields with transferrable skills – nurturing talent inhouse and addressing the skills gaps specific to their organization.”
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