Much of modern-day technology aims to minimize or eliminate the role of people in business processes. Ironically, though, the creation of such systems depends on human experts — and there aren’t enough of them.

The shortage is mostly in those responsible for building or implementing software, says Saurajit Kanungo, president of CG Infinity. “It’s not just coders,” he says, “but a whole assembly of the types of people who are able to build these massive systems.”

According to data from a recent U.S. Bureau of Labor Statistics job report, the unemployment rate for technology-based jobs across all industry sectors fell to just 1.8% in July, its lowest level since January.

Attracting the right individuals today for tech jobs is like “finding a needle in a haystack,” Kanungo says. What’s in particularly short supply, he adds, are members of the so-called “creative class,” those whose talents range well beyond coding skills and who embrace a “disruptive” approach to technology.

“I am constantly looking for those ‘moonshot’ people that are going to completely change the complexion about how I think about a CRM [customer relationship management] system, a retail website or a supply chain system. They drive thousands of order of magnitude higher value,” Kanungo says, citing Jeff Bezos as the kind of innovator who is extremely rare today. (And, in fact, has always been hard to find, he acknowledges.)

Identifying such individuals off the street can be difficult if not impossible, but as a prospective employer of IT talent, Kanungo is taking a different approach. He’s aiming to discover candidates who might not be fully formed in terms of displaying obvious suitability — but show the potential to excel as innovators.

“What works better for me is being able to invest in that talent and develop it,” he says. That way, he avoids having to compete with larger employers such as Amazon.com for a limited pool of seasoned experts.

Kanungo also parts from big tech employers who offer job candidates “golden handcuffs,” in the form of “a bunch of money so they don’t go anywhere.” While that strategy works to a certain extent, it doesn’t take into account the desire of creative individuals to work in an environment where “it feels like they’re doing something meaningful and with purpose.” Working on the next commercial product or software upgrade doesn’t fill that need.

When it comes to attracting the most creative people, Kanungo says, “focusing on intangibles has a very tangible effect.” 

True creatives are often averse to working for large companies with highly bureaucratic structures that stymie rapid decision-making. Nor are they patient enough to stick around for years and move up the corporate ladder to the point where they finally have a say in corporate affairs. “People want to feel they have an immediate impact,” Kanungo says.

His strategy, however, raises a key question: How do you suss out “potential”? The customary due diligence required in hiring is important, he says, “but that helps maybe 25%. Seventy-five percent of the decision to bring that person onboard is a gut call, a roll-the-dice call.”

The risk of hiring the wrong person isn’t as great as it might appear, Kanungo says. “Even if our decision is only 50% right, they’re still generating value during the time they’re employed. And they’re not costing us a lot of money, as compared with hiring a 20-year seasoned practitioner.”

Kanungo has found another source of talent in older workers who have a solid business background but show a desire to learn technology. “We have found that betting on that type of person can create some amazing relationships,” he says.

Still, there’s no magic formula when searching for tech rockstars, especially in a time when the market for tech talent is so challenged. Twenty years of developing talent has given Kanungo some ability to pick the right person for the job. “But I would be lying if I say that I know how this is going to pan out.”