No one goes into data science unless they are curious about the future and intrigued by tech innovation. With more and more firms attempting to harness the power of their data, they need great data scientists to make their plans a reality, but how can your business attract the best?
Solving difficult problems is one of the major draws. Data scientists are like anyone else in that they like to see that the hard work they put in is paying off in results for the company they are working for. A lot of businesses struggle to utilise data in the way it should be used and often worry about both the balance sheet and worry that the way things have been traditionally done will be disrupted. Both of these issues can negatively impact a data professional’s sense of worth in a company. If there have been derailed projects in the past, the most important thing to do is to admit that your firm has learned from its mistakes and reassure your candidates that their work will be valued this time. Achievements must always be acknowledged.
A feeling of being underutilised can also be negated by allowing your data scientists to work on their own projects and inventions, as long as it does not impact their regular work. The idea that data scientists are nerds who love nothing more than to just sit looking at numbers for hours on end, must end. As mentioned before, they are curious about the future and tech innovation. A data scientist, choosing between a standard post and one where they are aware that the company understands that they are a human being who will become bored doing the same tasks over and over, will choose the intelligent option every time. The best firms know this and it pays off for them.
As your data scientists have a great overview of your business from the data perspective, they can see things that perhaps other departments cannot. Allow them to suggest improvements and show them that you value their input. This can be a great motivator. Another way they can help improve your business is to work cross-departmentally, perhaps with sales, customer relations or ops, so that they can see where the work is impacting and understand any problems or needs they should be solving. The learning can be a two-way street too, where other departments, that can sometimes be sceptical of data, can be reassured that data science isn’t nonsense or voodoo. That kind of cohesive teamwork is really attractive to prospective candidates who might have experienced the opposite.
Separating the data team from the C-Suite is alienating on both sides. Executives will undervalue the data scientists and the data scientists will not be contributing their knowledge and can be left behind when it comes to understanding the future mission of the business. They may be working on the wrong problems or they may know their current work is futile but are not being prioritised or listened to. There must be a two-way conversation. Data professionals must be encouraged to communicate their data in a narrative that the C-Suite will understand, and C-Suite must ask for solutions from the data professionals when building their plans.
These are only a few examples. A company should also understand that a data scientist’s needs may vary from, example, a sales team member. Things like flexibility in where and when they work, ensuring that they have all the tools they require to do the job properly and offering additional training for them to keep up-to-date with new tech or packages, all contribute to making a business attractive to the best data scientist.
Curious about how Zenshin Talent can help your organisation hire the best candidates? Contact us today for a no-strings conversation about your needs and our experience.