Attracting, Developing, Retaining IT Professionals

1
Attracting, Developing, Retaining IT
Professionals
Group 2 Kevin Burlage, Patrick Dunn, Tim
Sullivan, Vyacheslav Mikryukov
2
Objectives

• ATTRACT Demonstrate the growth trends in IT
  careers
• DEVELOP Understand the importance of continuing
  education for a long-term IT career
• RETAIN Explore why great management and culture
  are key to retaining IT talent
• CASE STUDY Compare how Anheuser Busch and
  Edward Jones implement these methods today

3
ATTRACTING

• Demonstrate the growth potential for IT careers

4
U.S. Department of Labor Bureau of Labor
Statistics (2002 to 2012 projections)10 Fastest
Growing Occupations Requiring a Bachelor's Degree
or Higher

Network systems analyst
1
4.6

Physician assistant
2
4.1

Software engineer, apps
3
4.6
3.9

Software engineer, systems
4
3.8
Database administrator
5
3.7
10-year CAGR
Computer systems analyst
6
3.3
Environmental engineer
7
3.3
Postsecondary teachers
8
3.3
Network administrator
9
3.2
Computer IS managers
10
3.1
www.acinet.org/acinet/default.aspt/
5
U.S. Department of Labor Bureau of Labor
Statistics (2002 to 2012 projections)10 Fastest
Growing Industries

Software publishers
1
5.3

ISP and web portals
2
5.1

Residential care facilities
3
4.7

Home health care services
4
4.5
Mgmt, science, IT consulting
5
4.5
10-year CAGR
Computer systems design
6
4.5
Employment services
7
4.4
Community care facilities
8
4.4
Wireless telecom carriers
9
4.1
Vocational rehab services
10
4.1
www.acinet.org/acinet/industry_intro.asp?id8,1no
deid8
6
IT Fastest Growing

• 7 out of 10 fastest growing occupations in the
  US are in the IT sector ()
• 5 out of 10 fastest growing industries in the US
  are in the IT sector ()
• () Based on 2002 BLS data

7
U.S. Job Openings for Computer and IS Managers
(2004 to 2014 projections)
353,000CIS managers
280,000CIS managers
73,000 26 over 10 yrs or 2.3 a year
2014
2004
http//www.acinet.org/acinet/ Source Bureau of
Labor Statistics
8
U.S. Department Of Education Bachelors Degrees
Conferred
CAGR
2003 20
1993 10
?
http//www.ed.gov/index.jhtml
9
U.S. Department Of Education Masters Degrees
Conferred
CAGR
2003 15
1993 12
10,353 19,503 6.5
Computer and IS
89,425 127,545 3.6
Business
?
369,585 512,645 3.3
Total Masters
http//www.ed.gov/index.jhtml
10
Redmond Magazine 2005 Salary Survey Based on
1,675 U.S. respondents (subscribers) Demographic
Averages of IT Person
68,535
Base Salary
3,472
Raise / Increase
3,159
Bonus
39 years
Age
10 years
Years in IT
81
Male / Female
http//www.redmondmagazine.com/salarysurveys/
11
IT Base Salary by Job Title (2005)
http//www.redmondmagazine.com/salarysurveys/
12
IT Salary by Experience, Job Title
1-2
3-5
6-9
10 years
50
60
70
80
90
100
Network Engineer
Systems Admin
Help Desk
Programmer
Network proj. lead
Progr. project lead
IT Manager
Trainer
DBA / Developer
Webmaster / Dev.
http//www.redmondmagazine.com/salarysurveys/
13
IT Salary by Educational Level
http//www.redmondmagazine.com/salarysurveys/
14
IT Additional Compensation
http//www.redmondmagazine.com/salarysurveys/
15
IT Expected Bonus
http//www.redmondmagazine.com/salarysurveys/
16
IT Bonuses
..are calculated based on
..are paid
http//www.redmondmagazine.com/salarysurveys/
17
IT Salary by Industry
http//www.redmondmagazine.com/salarysurveys/
18
Hiring IT Professionals
How many does your company plan to hire?
Does your company plan to hire In the next 12
months?
http//www.redmondmagazine.com/salarysurveys/
19
Firing IT Professionals
Have you been rehired / found a new position ?
Have you been laid offin the last 12 months?
http//www.redmondmagazine.com/salarysurveys/
20
Firing IT Professionals (2)

• Only 5 were idle some time last year
• 85 of them regained employment
• Average time it takes to find another job is 4
  months

http//www.redmondmagazine.com/salarysurveys/
21
Impact of Outsourcing
Expectations for 2006
2005
http//www.redmondmagazine.com/salarysurveys/
22
Will You Be in IT in 5 Years?
IT remains a long-term career choice for majority
of respondents
http//www.redmondmagazine.com/salarysurveys/
23
Hot Jobs
24
Hot Job Skills

• Project Management Skills
• Business Domain Skills
• Most wanted skill for 2006 - MS.NET
• Security
• There is a shortage of government IT contractors
  with security clearance.

Will Hadfield, MS.NET set to be most wanted
skill in 2006 Computer Weekly, Jan 24, 2006 Will
Hadfield, Government employers facing a shortage
of IT contractors with security clearance
Computer Weekly, Jan 24, 2006 Dr. Mary Lacity,
et. al. Trends and Implications 2005-2008 SIM
Advocacy IT Workforce White Paper, Mar 6, 2006
25
Computer Systems Analyst

• Job Description
• Computer Systems Analysts are responsible for
  designing computer information systems, modifying
  systems to improve production or work flow, or
  expanding systems to serve new purposes.
• Skills Needed
• C, C,.NET, C, ASP, SQL servers, Linux,
  Oracle, Windows, JAVA

http//www.hr.duke.edu/Jobs/descr/2600/2610.htm
26
Information System Manager

• Job Description
• Manage the development, implementation and
  management of information systems, data
  processing systems and related functional
  activities to support information technology
• Skills Needed
• TCP/IP routing, DNS, CISCO, MSSQL, Oracle, WiFi,
  ODBC linking, Ability to maintain ERP systems

http//www.calmis.cahwnet.gov/file/occguide/COMPUS
YS.HTM
27
Information System ManagerTop Paying U.S. Cities
(thousands)
www.monster.com
28
Did you know?

• Dept. Of Defense employs 161,000 IT professionals
• 1/3 of DOD civilian workers are over 50, 36
  eligible to retire
• UK will be short about 400,000 by 2008

Bill Goodwin, Analyst warns of networking skills
shortage Computer Weekly, Oct 18, 2005, Pg. 4
29
DEVELOPING

• Understand the importance of continuing education
  for a long-term IT career

30
Business IT Skills

• Internal Training
• Classroom, Self-Study, CBTs,
• External Training
• Onsite Workshops, Lectures
• Offsite Colleges, Trade Schools, Boot Camps

31
Business IT Skills

• Emphasize ongoing training in IT, Business and
  Management skills
• Business needs should drive Training
• Training Investment Pays Off

Julia Vowler, How Effective Training Aids Staff
Retention Computer Weekly, Nov 15, 2005, Pg. 40
32
Employee Development

• Firms will have to spend more on IT training
• Analyze IT staffs work-life balance
• Develop a culture which promotes Transfer
  Learning

Bill Goodwin, Firms will have to spend more on
IT training, Computer Weekly, Oct 25, 2005, Pg.
58 Bill Goodwin, Money is not the main
motivator, says Cox Computer Weekly, Mar 8, 05,
Pg. 22
33
Real World

• 95 of employers say training
• Improves Retention
• Avoid recruitment costs
• (Chartered Institute of Personnel Development
  04)
• 55 of all-size companies have No training plans!
  
• 20 with 200 or more employees have No plans!
• (E-skills survey, 800 IT employers, shown in
  Computer Weekly

Julia Vowler, How Effective Training Aids Staff
Retention Computer Weekly, Nov 15, 2005, Pg.
40 Bill Goodwin, Companies Failing to Address
Training Gaps Computer Weekly, Jun 28, 2005, Pg.
42
34
Real World

• Avon trains IT staff in strategy techniques and
  assertiveness skills
• PG ensures work-life balance for its staff
• Cross-Training
• Minimum 10 days formal training
• Mentoring Coaching
• Computer Weeklys Best Place to Work in IT 05

Julia Vowler, How Effective Training Aids Staff
Retention Computer Weekly, Nov 15, 2005, Pg.
40 Bill Goodwin, Commitment to work-life balance
clinches Procter Gambles win Computer Weekly,
Mar 8, 05, Pg. 22
35
Real World

• Uses CMM in employee development
• Requires Varied Skill Sets
• Greater Career Flexibility Across the organization

Kellye Whitney, "Allstate You're in Good Hands
with a varied skill set" Certification Magazine,
Jan 2005, Pg. 26
36
RETAINING

• Explore why great management and culture are key
  to retaining IT talent

37
THE NEW YORKER
38
Enduring Practices for Managing IT Professionals
Best of Breed SurveyPurpose To help IT
managers retain IT professionals
Practice Category 30 Companies N 230
Compensation and Benefits Systems 44
Employability Training and Dev. 33
Sense of Community 32
Work Arrangements 27
Quality of Leadership 21
Performance Measurement 19
Opportunities for Advancement 14
Opportunities for Recognition 15
Lifestyle Accommodations 13
Longer-Term Career Development 9
Agarwal and Ferratt, Enduring Practices for
Managing IT Professionals, Communications of the
ACM Sep 2002 45, 9.
39
COMPUTERWORLD100 Best Places to Work For in IT
2004

• Beyond the Basics
• Fair compensation just gets you in the game
• Visible Evidence of Value
• "People love to see their technology get
  used"

COMPUTERWORLD, 2004 Best Places to Work in IT
Employee Scorecard, June 14 2004
40
COMPUTERWORLD100 Best Places to Work For in IT
2004
Business and IT Joined at the Hip "IT folks want
to know they're not doing discretionary work"
Meaningful Rewards Make it fun,
frequent and tangible recognition Great
Relationships Make or break the quality of
your corporate culture
COMPUTERWORLD, 2004 Best Places to Work in IT
Employee Scorecard, June 14 2004
41
MGMT 101

• People dont quit jobs, People quit people
• Tim Sullivan

42
COMPUTERWORLD100 Best Places to Work For in IT
2004

• Benefits that IT workers prize the most (and the
  least).
• Percentage who gave the benefit a "10
• 76 Paid vacation
• 68 Health insurance
• 47 Profit sharing/ESOP program/401(k)/403(b)
  plan
• 40 Flexible hours
• 31 Reimbursement for technology certification
• 30 Bonuses
• 30 Continuing education/executive programs
• 26 College tuition reimbursement

COMPUTERWORLD, 2004 Best Places to Work in IT
Employee Scorecard, June 14 2004
43
WISH YOU WORKED HERE?

• RETIREMENT PLANS A paid retirement plan, a
  403(b) with a 100 match of up to 5 of pay
• HIGHER EDUCATION Tuition fully funded. After
  three years, the university picks up 75 of
  undergraduate tuition for employees' children and
  50 for spouses.
• TIME OFF 15 days off the first year and 24 days
  after five years, plus winter break period
  between Christmas and New Year's Day.
• FLEXTIME Four flexible work options (flextime,
  flex-place, compressed work schedules and
  part-time work).

Mary Brandel. Computerworld. Framingham Jun 27,
2005.Vol.39, Iss. 26  pg. 25
44
CIO Magazine Staffing Survey

• What are your top three concerns regarding your
  IT staff in 2004?
• Demanding workloads/preventing burnout 74
• Finding/hiring needed skill sets 55
• Retaining needed skill sets 43
• Low morale/motivating staff 41
• Finding IT management candidates 22
• Funding IT training 19

CIO, 2006 Mid-Year IT Staffing Update, Lorraine
Cosgrove Ware , Oct 1 2005 
45
CIO Magazine Staffing Survey

• What are the top three benefits you offer to
  motivate and/or retain IT staff?
• Flex time/flexible work hours 58
• IT training 48
• Recognition programs/awards 40
• Comp days 28
• Stock options 16
• Staying bonus 14
• Hiring bonus 7
• Fitness center/expense reimburse 5

CIO, 2006 Mid-Year IT Staffing Update, Lorraine
Cosgrove Ware , Oct 1 2005
46
Conclusions

• Conventional wisdom does not always apply to IT!
• IT Training is highly valued by all
• The Golden Rule applies to IT!

Conventional Reality
Pay well w/ leading edge tech jobs Overall satisfaction?
Same benefits for all Rapid change impacts skill sets
Training is personal objective Constant training is necessary to renew skills
Be Fair to all Golden Rule for all
47
Case Study Anheuser Busch
Gary Darden, Director of IT
48
Case Study Anheuser Busch Growth

• You dont have to be on the leading edge, but
  you do have to keep up with things.
• Hot Skills Electrical Engineering background,
  Oracle, Microsoft, ABAT programming, Websphere,
  SAP, Microsoft.net
• RS 6000 Central database where business
  information, operational information, and brewing
  information all come together
• 1200 employees in IT department, 50 are
  contractors

49
Case Study Anheuser Busch Continuing Education

• In house classes and training
• Employees are taught about the entire brewing
  process, advancement opportunities are not
  necessarily to another IT position
• We have internship/co op programs so that they
  can learn technology in our environment, so they
  can grow with us and be placed into one of our
  breweries

50
Case Study Anheuser Busch Management Culture

• Anheuser Buschs corporate attitude toward IT is
  very similar to the IT Rules ideology
• Turnover rate very low, most turnover occurs due
  to promotions as opposed to termination/resignatio
  n
• Opportunity to grow is very highopportunities
  are there if you want it.

51
Case Study - Edward Jones
Tausha Dirks, Sr. HR Specialist, IS Human
Resources
52
Edward Jones The 100 Best Companies to Work for
in America

• One of Fortune's "Best Companies" seven years in
  a row
• 1 on Fortune magazine's 2002 and 2003 list

53
Case Study Edward Jones IT Growth

• Hot skills
• J2EE, Java (web-based applications)
• Legacy (cost vs. benefit)
• Business (breadth and depth)
• Market getting hot!
• Getting to be more challenging to find competent
  IT
• Focus is on growth
• Contractors 4
• Industry average is 7
• 3rd party for sponsored employees

54
Case Study Edward Jones Continuing Education

• Why train a chicken to climb a tree, when you
  can hire a squirrel
• What are the immediate needs of the organization?
• What are the candidates interests and talents?
• Internal Training
• Programming J2EE, SQL, DML, DB2, JCL, UNIX, ASD,
  BPM, SDLC, TM
• IS Leader competencies RBM, ASD, LSD, CBI
• External Training
• Project Mgmt, Drucker School of Mgmt, Strategy,
  Seminars
• Tuition reimbursement
• Management books and peer groups

55
Case Study Edward Jones Management Culture

• "Selection is the most important key to hiring
  and retaining the right people"
• Values that fit with EDJ culture
• ? KSABE
• Career progression
• Progression implies changing, advancing,
  developing, improving, achieving
• Path implies course, direction, one-way

56
Job Openings at Edward Jones

• Department Leader - IS Sales Hiring/Training
• End User Computing Specialist - Service
  Technology
• Programmer Analyst - COBOL (Batch)
• Programmer Analyst - Financial Planning Support
• Programmer Analyst II - Customer Accounts
• Programmer Analyst II - DB2 and Java
• Programmer Analyst II - Datawarehouse
• Programmer Analyst II - IS Mutual Fund/Money
  Market
• Programmer Analyst II - Java/J2EE
• Programmer Analyst II - ServiceCenter
• Senior Programmer Analyst - C, .NET
• Senior Programmer Analyst - Mainframe (DB2, Java)
  
• Senior Programmer Analyst - Mainframe (with Java)

• Senior System Replication Programmer
• Senior Systems Administrator - Unix/WebLogic
  (Mon.-Thurs. 6am - 4pm)
• Senior Training Specialist - Information Systems
  Training
• System Administrator - MS Office
• System Administrator - Messaging
• System Administrator - Messaging Compliance
• Team Leader - Database Design (Team 2)
• Team Leader - Income Distribution/Securities
  Processing/Recon
• Team Leader - Mobile Technology
• Team Leader - System Security
• Technical Consultant - Java
• Technical Consultant - Messaging
• Technical Consultant - NAS Storage Technology

• 73 within fastest growing occupations (Dept. of
  Labor)
• 11 analysts 1, 6 (DOL) 70,000 per year
  (Redmond)
• 3 administrators 5, 9 66,000 per year
• 5 management 10 85,000 per year

http//www.edwardjonesopportunity.com, March 2006
57
Edward VS. Anheuser

• J2EE
• 5 Contractors
• Career Progression
• Commission is Free!

• MS.NET
• 50 Contractors
• Career Opportunities
• Beer is Free!

CLASS VOTE
58
Takeaways

• IT career High Pay and Opportunity
• IT career Life Long Learning
• IT career Business and IT Mgmt Cultural
  Synergy

59
References

• John Kavanagh, Now is the time to be in IT
  security, but experience and qualifications are
  vital Computer Weekly, Nov 1, 2005, Pg. 46
• John Kavanagh The growing attraction of public
  sector IT Computer Weekly, Jan 10, 2006, Pg. 24
• Will Hadfield, MS.NET set to be most wanted
  skill in 2006 Computer Weekly, Jan 24, 2006, Pg.
  44
• Will Hadfield, Government employers facing a
  shortage of IT contractors with security
  clearance Computer Weekly, Jan 24, 2006, Pg. 44
• Bill Goodwin, Firms will have to spend more on
  IT training, says E-Skills Computer Weekly, Oct
  25, 2005, Pg. 58
• Bill Goodwin, Analyst warns of networking skills
  shortage Computer Weekly, Oct 18, 2005, Pg. 4
• Calvert Markham, Developing Consulting Skills
  Consulting to Management, Dec 05, 2005, Pg. 33
• Bill Goodwin, Commitment to work-life balance
  clinches Procter Gambles win Computer Weekly,
  Mar 8, 05, Pg. 22
• Bill Goodwin, Money is not the main motivator,
  says Cox Computer Weekly, Mar 8, 05, Pg. 22
• Bill Goodwin, Staff Reveals What Works for them
  Best Computer Weekly, Mar 8, 05, Pg. 22
• Julia Vowler, How Effective Training Aids Staff
  Retention Computer Weekly, Nov 15, 2005, Pg. 40
• Bill Goodwin, Commitment to work-life balance
  clinches Procter Gambles win Computer Weekly,
  Mar 8, 05, Pg. 22
• Bill Goodwin, Companies Failing to Address
  Training Gaps Computer Weekly, Jun 28, 2005, Pg.
  42
• Kellye Whitney, "Allstate You're in Good Hands
  with a varied skill set" Certification Magazine,
  Jan 2005, Pg. 26
• Redmond Magazine 10th Annual Salary Surveyvin'
  Moving On Up! , September 2005, by Michael
  Domingo
• Dr. Mary Lacity, et. al. Trends and Implications
  2005-2008 SIM Advocacy IT Workforce White Paper,
  Mar 6, 2006, Pg. 4
• Agarwal and Ferratt, Enduring Practices for
  Managing IT Professionals, Communications of the
  ACM Sep 2002 45, 9.
• http//ww.w.Cartoon.Bank.com
• COMPUTERWORLD, 2004 Best Places to Work in IT
  Employee Scorecard, June 14 2004