A recent CIO survey revealed nearly 9 in 10 companies experienced a breach in the last year and almost all CIOs (96%) say security coverage isn’t strong enough. CIOs face constant pressure to secure their enterprises, but there simply aren’t enough seasoned professionals to go around.
As a result, job listings often target only the most senior cyber experts, overlooking entry-level talent. This increases business risk, drives up costs, and leaves critical positions unfilled.
The Cyber Talent Shortage Is Now a Business Risk
There’s a global shortage of over 4 million cyber professionals, with two-thirds (67%) of organizations reporting a moderate-to-critical skills gap in cybersecurity. Jobs in this area hold a 28% vacancy rate.
The entry-level shortage is especially acute: Nearly one third of cybersecurity teams have no early-career professionals, and 62% of open roles are reserved for mid to senior positions.
Every unfilled seat is a vulnerability. Relying on poaching or consultants is short-sighted; building a pipeline of early-career talent is essential for long-term resilience.
Without an intentional strategy to engage entry-level talent, CIOs will continue to struggle with ineffective cybersecurity programs.
Breaking the Entry-Level Talent Stigma
Many CIOs shy away from entry-level hires, reluctant to invest in training or mentorship in high-stakes environments. But ignoring early-career talent leads to higher costs, turnover, and fragile teams.
Building a talent pipeline ensures future roles are filled, reduces long-term payroll costs, and gives teams access to fresh thinking and new perspectives — all critical for outpacing attackers.
With CIOs under pressure to safeguard their organizations, here’s why hiring only the most senior cyber talent can’t work:
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Enough cyber security talent simply doesn’t exist, at all levels. If companies decided only to focus on mid-level and above hires, they still wouldn’t be able to meet demand.
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Entry-level professionals can take on the more junior tasks to enable senior employees to focus on complex ones.
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A sustainable pipeline ensures future needs are met, as senior talent leaves or retires. With senior-level talent being consistently poached, companies need an entry-level strategy to retain their institutional knowledge.
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It’s cost effective. Onboarding early-career talent saves payroll costs and investing in their training yields greater retention rates. High consultancy costs to fill gaps have overrun budgets.
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Fresh talent brings fresh perspectives, creating a team with diversity of thought. Their unique backgrounds along with their willingness to take on new tasks brings important value.
3 Ways CIOs can Help Ensure Successful Entry-Level Cyber Talent
1. Redefine entry-level. The root of the entry-level cyber talent challenge lies in the misalignment of entry-level definitions and expectations in the industry. Many postings require a degree and three years of experience for junior roles, excluding most capable candidates.
Instead, define the baseline technical and soft skills needed for success and work with HR to prioritize these skills over credentials. For example, an SOC analyst needs hard skills such as a solid understanding of networking concepts and the ability to conduct log analysis techniques. They can obtain these skills outside of a traditional four-year college or enterprise through training. You’re also looking for them to possess soft skills: they should be able to demonstrate that they take direction well, are quick learners, and can pivot when needed.
When entry-level is defined by ability, not pedigree, more roles are filled faster, and critical risk gaps close sooner.
2. Build career pathways. Most organizations lack a clear roadmap for cyber talent. As the threat landscape shifts, roles evolve, and new skill sets are required. CIOs should clearly define advancement criteria for every level – both technical and soft skills – and promote from within whenever possible.
Supporting early-career programs builds loyalty and is also a retention strategy. Employees who see growth opportunities stay longer, reducing the cost and disruption of external hiring.
Companies with visible career pathways are stronger, more resilient, and less likely to lose top talent to competitors.
3. Embrace apprenticeships and other training. Traditional training programs often lag real-world needs. By the time employees finish, new threats have already emerged. Registered apprenticeship programs, shaped in partnership with the CIO, can address this gap directly.
CIOs should have a strong hand in shaping training to business needs, whether managed in-house or outsourced. They can also set clear KPIs for all training partners and ask for practical experience: hands-on labs, capture-the-flag exercises, mentorship, and measurable results. Lastly, they should hold their partners accountable to ensure new hires are ready to defend your business.
No single leader can close the entry-level cyber talent gap alone. But CIOs who redefine entry-level roles, build clear career pathways, and demand training outcomes will develop stronger, future-ready teams. Inaction is the greatest risk of all.
