You\u2019ve committed to digital transformation, now you just have to figure out how to hire and retain the top IT talent needed to pull it off.\nMany companies are finding they don\u2019t have the right skills in-house to make the transition, CIO reported in a feature article. A study by Hackett Group, the article noted, \u201cfound that for midsized and large businesses, one of the biggest roadblocks with digital transformation has been actually finding and sourcing talent with the right skills.\u201d\nCompeting for top talent is expensive, as any CIO well knows. So it might be wise to first look within your own workforce and see if you have an employee who could be trained in that area, says Scott Holland, principal, Global Advisory Practice Leader at Hackett Group.\nEngage staffers\nBut it takes more than retraining to keep highly desirable workers. Computerworld offers an interesting deep dive into the use of employee resource groups (ERGs) as \u201ca way to develop and engage IT staffers, aid in retention and recruitment, and encourage a diverse point of view they believe is necessary for building and deploying technology on a global scale.\u201d\nERGs provide tech employees with opportunities to cultivate relationships with like-minded peers. For IT management, they provide avenues \u201cto develop and engage IT staffers, aid in retention and recruitment, and encourage a diverse point of view they believe is necessary for building and deploying technology on a global scale.\u201d\nDon\u2019t waste talent\nThat\u2019s an important consideration if you have talented workers who are supporting stable legacy software systems of record, such as an ERP. While you may have highly functional systems that you\u2019re not ready to migrate away from, you also can\u2019t risk losing \u2013 or even just wasting \u2014 the talent of top IT workers.\nFreeing up that talent to work on innovation projects may be a critical key in succeeding at transformation efforts.\nReallocate for innovation\nConsider the case of a leading automotive manufacturer: the IT team determined that a major ERP upgrade would have required shifting dozens of the company\u2019s \u201cbest and brightest\u201d to work on the project for about a year. This would have negatively impacted a range of planned business projects. By opting out of the upgrade, skilled IT talent can focus on initiatives that are of more interest to the employees \u2013 and to the business.\nIn a Harvard Business Review article, innovation consultant Amantha Imber writes that workers are more innovative when put in a role that challenges them. She pointed to research showing that if people are put in such a role, \u201c67 per cent will demonstrate above-average creativity and innovation in their performance. In contrast, only 33 per cent of people in \u2018easy\u2019 jobs show above- average innovativeness.\u201d\nSo when you\u2019re thinking outside the box for digital transformation, don\u2019t overlook the options for making better use of existing talent.