Technological talent, projection to 2026

By: Pedro Julián, Demand Planner Director, Innova-tsn

In a world where data and artificial intelligence boost digital transformation like never before, organisations specialising in the development of data and technology-driven solutions are facing a fiercely competitive job market when it comes to finding talent.

Demand for key profiles such as data engineers, scientists and architects, solution architects and analysts has rocketed, far outstripping the available supply. According to TalentHacker’s Dynamic Observatory for Talent, Data & AI for 2025, Spain has over 151,000 professionals in these fields, a growth of 4.05% with respect to 2024, but with 15.2% of job vacancies at risk of not being filled due to a shortage of talent.

Globally and in the coming years, the growth forecast for AI and Data Science based project positions is 30% per annum, driven by the frenetic pace of evolution of these disruptive technologies, as highlighted by Hostinger and Indeed Hiring Lab analysis, based on projections for 2026.

A scenario of high turnover and rising costs

This gap increases the challenge of higher turnover rates, as the average length of stay in companies for this type of profile -especially for those with less experience- does not exceed two years.

Factors such as high salary expectations and aspirations for rapid economic improvement drive labour mobility, which erodes team continuity and can impact on company productivity.

Failure to adequately address this dynamic could not only result in increased recruitment and selection costs but could also threaten the execution of critical projects where accumulated experience and the combination of technical skills with business understanding are essential to deliver tangible, differentiated solutions. To tackle these challenges, companies must adopt comprehensive corporate policies that go beyond simple external hiring, turning shortage into an opportunity to build internal resilience.

Reskilling: from scarcity to internal growth

One strategy to pivot on is investment in training and reskilling. This allows for the reconversion and evolution of existing profiles, taking advantage of their initial knowledge to complement it technically, functionally and technologically, reducing dependence on a market whose demands are constantly evolving. Programmes of these characteristics are almost a must considering the speed of technological modernisation and at the same time serve to raise the skills of employees by fostering a culture of continuous learning. They also have clear benefits such as reducing turnover by up to 20-30% according to industry benchmarks.

These actions should be developed within the framework of a loyalty strategy that addresses the employee experience as a unique journey with customised treatment: Define and execute individual career plans, apply adapted work flexibility (including hybrid models that respond to 60.4% of the preferences of candidates in search) and provide benefits that balance professional development with personal wellbeing by addressing economic and emotional motivations.

However, the most effective retention anchor is likely to be based on the establishment of an open and collaborative organisational culture. Structured mentoring, where senior employees guide junior employees in real projects strengthens team spirit and speeds up practical learning, while accessibility of management through regular feedback and inclusive sessions reduces alienation. To assign challenging, aspirational projects with a clear purpose keeps motivation high, attracting talent which looks for innovation every day and seeks to identify the tangible value of their activity.

Beyond retention: a strategic positioning

These policies, implemented in an integrated manner, not only mitigate risks such as shortages and high turnover, but also position the company as a benchmark for profiles that combine technical expertise with business vision, ensuring cohesive and productive teams in a constantly evolving ecosystem.

Ultimately, this juncture represents a transformative opportunity to reinforce the company’s commitment to its employees, raising loyalty as a strategic pillar and projecting a key differentiator to the market.

At a time of unstoppable technological evolution, it is people, with their empathy, ethical judgement and passion for knowledge, who give meaning and direction to innovation. Thus, when investing in human capital —fully developing it, acknowledging its impact and creating environments where innovation meets wellbeing— organisations not only keep valuable talent but generate more creative solutions aligned with customers’ actual needs.