While I don’t disagree with this kind of ASTOUNDING FINDING, what it usually means that in addition to engineering, it turns out you need these other skills. I sure STEM is necessary, but not sufficient to be a good nerd in corporate America:
“among the eight most important qualities of Google’s top employees, STEM expertise comes in dead last. The seven top characteristics of success at Google are all soft skills: being a good coach; communicating and listening well; possessing insights into others (including others different values and points of view); having empathy toward and being supportive of one’s colleagues; being a good critical thinker and problem solver; and being able to make connections across complex ideas.”
Original source: The surprising thing Google learned about its employees — and what it means for today’s students
From an interview with Jeffrey Hammond and Marc Cecere on developer skills gaps. Here, the trend to training with people in person and then (slowly) going back “home”:
[Hammond:] One of the things I think you see is it– so many companies have used the words, partnering model, for years, and it’s been more or less lip service. But you do see a little bit more of a partnering and more highly tailored model. As an example, if you look at some of the projects that we see companies like a Pivotal or an IBM running these days, they may actually start in a garage that is near the organization so in San Francisco, or in London, or in New York City, but they start off-site. And the client’s developers, the client’s business personnel, go to those rooms, those war rooms if you will, and start work. Now, over time, some of that work may migrate offshore, or migrate back to the client. In the case of Pivotal, they’ll run multiple teams through their centers. Allstate is a really good example where they have I think over 100 developers and have kind of been through that process now, and they’ve drained their local talent pool. But it’s much less a, “This is the work we need to do and here’s the requirements and here’s the scope and let’s put this out to bid.” It’s much more a business transformation or a re-engineering type of project that is very high-touch. And I don’t see companies being able to do that if they’re not at least down the street from their clients and from their development shops. So I think it changes the nature of the types of engagement. I think it’s one of the reasons that you’ve seen so many of the large systems integrators buying agency talent as quickly as they can, because when you look at the sort of design experience techniques that are used, journey mapping, ethnography, those sorts of things, at least right now they still tend to be very custom – almost a manual process. You see sticky notes up on walls. You see war rooms. You see an environment that is kind of hard to capture from a remote, tool-based sort of delivery model.
Source: The Battle For Talent, Forrester