Contributed by Organizations or Campuses; Articles, Papers, and Reports; IT Staffing; and Staffing
5 ways to drive your best workers out the door
| Title: | 5 ways to drive your best workers out the door (ID: CSD5493) | | Author(s): | Mary K. Pratt (ComputerWorld, Inc.) | | Origin: | Contributed by Organizations or Campuses (08/22/2008) | | Type: | Articles, Papers, and Reports | | Abstract: | Your top workers can almost always get another job, even in a shaky economy. "The best employees are being recruited at any given time. Managers need to make that assumption and create an environment that's going to make them want to stay," says Paul De Young, a talent management practice leader at Watson Wyatt Worldwide Inc., a global consulting firm. Are you really doing that? Or do your management tactics have people running for the door? Before you answer, consider these cautionary tales that can help you avoid pushing your own top talent out the door. | | View this resource: | |
Study: IT Job Market May Be Looking Up
| Title: | Study: IT Job Market May Be Looking Up (ID: CSD4053) | | Author(s): | Ed Frauenheim (CNET News.com) | | Origin: | Contributed by Organizations or Campuses (2005) | | Type: | Articles, Papers, and Reports | | Abstract: | A survey conducted by staffing firm Robert Half Technology paints a rosier picture for IT professionals than has been offered by the company for three years. Results of the survey, which polled CIOs at more than 1,400 U.S. companies, showed that 14 percent expect to hire full-time IT staff in the third quarter, while 3 percent projected reductions in IT staff. Eighty-one percent of respondents said their staffing levels will remain steady. Respondents indicated that the primary factors determining staffing levels were business expansion (38percent) and the need for higher levels of customer and end-user support (21 percent). The report comes amid mixed signals regarding the IT job market. According to the Labor Department, the number of unemployed high-tech workers fell by 64,000 last year. Still, the overall number of unemployed IT professionals was nearly 150,000, and 60,000 high-tech jobs were cut in the first quarter of this year, double the number of jobs lost during the same period in the previous year. | | View this resource: | |
IT's Morale Dilemma
| Title: | IT's Morale Dilemma (ID: CSD3220) | | Origin: | Contributed by Organizations or Campuses (2004) | | Type: | Articles, Papers, and Reports | | Abstract: | A new report from the Meta Group indicates low morale among workers in the IT field, and analysts warn of a range of consequences from unhappy workers. According to their survey, the Meta Group reported that 72 percent of companies identified low morale as a serious problem. A recent poll by IT employment Web site Dice.com estimated that 80 percent of IT workers suffer from low morale, which analysts attribute to continued softness in the IT market and new concerns over the possibility of jobs being outsourced overseas. As a result, many IT companies are perceived as being unconcerned with employee retention.
The slowdown of investments in IT, as well as layoffs and uncertainty about when the troubles will end, has left many IT professionals disillusioned with the profession. According to analysts, negative effects of low morale including lower productivity and higher turnover exacerbate the difficulties IT departments are already having. | | View this resource: | |
Information Technology Compensation Program
| Title: | Information Technology Compensation Program (ID: CSD1342) | | Origin: | Contributed by Organizations or Campuses (1998) | | Type: | Articles, Papers, and Reports | | Abstract: | This manual outlines a pilot developed to provide a flexible, market-competitive compensation program. The goals of the program are to reward performance, encourage employee skill development, help attract and retain qualified technology employees, provide employees greater career development opportunity and decentralize compensation decision making to the department level. Major features of the pilot program include: (a) six broadly defined information technology classifications, (b) three progressive competency levels within each classification, (c) salary structure based on broad market competitive pay ranges for each classification, (d) opportunity for annual salary adjustments for performance, competency advancement, and equity, (e) flexibility in starting pay; and (f) optional pay features such as team-based pay, project pay, and bonuses. The manual also outlines the roles and responsibilities of participating administrators and staff. | | View this resource: | |
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