Building and sustaining cyber-talent in a constrained market

The cyber-security skills shortage remains one of the most persistent challenges facing organisations, driven as much by structural hiring practices as by rising demand.

Closing the gap requires a rethink of how talent is recruited, developed and retained, rather than continued reliance on a limited pool of experienced hires.

 

Many organisations continue to rely on rigid career paths, narrow job definitions and expensive certification requirements. These approaches often exclude capable candidates from adjacent technical roles or non-traditional backgrounds.

Lack of diversity further constrains the talent pipeline, with women and minority groups still significantly underrepresented across cyber-security roles.

Creating a sustainable pipeline of cyber-talent

 

To address these challenges, more organisations are investing in direct talent pipelines through partnerships with schools, universities, apprenticeships and career-switch programmes, rather than competing solely for experienced professionals.

 

Employers that clearly communicate progression routes and highlight internal success stories are often better placed to attract early-career talent without relying on inflated salaries.

Raising awareness of cyber-careers is also critical, as many potential candidates remain unaware of the range of roles available beyond highly technical positions.

Retention as a core security strategy

 

Retention has become as important as recruitment, with burnout, limited development opportunities and unclear progression driving high turnover across cyber-security teams.

Investment in structured training and certification programmes plays a key role in retaining skilled practitioners while strengthening overall security maturity.

 

And flexible career development models that support both technical specialists and leadership pathways are increasingly seen as essential to keeping experienced professionals engaged over the long term.

Reducing the cyber-skills gap ultimately requires a balanced approach that removes barriers to entry, builds long-term talent pipelines and treats workforce development as a core element of cyber-risk management rather than a standalone HR concern.