RetentionBy Deborah Perelman | Posted 2007-03-21 Email Print
Re-Thinking HR: What Every CIO Needs to Know About Tomorrow's Workforce
What is the state of the enterprise IT workplace today? Employee rotation in and out of IT roles was the theme of the day at Forrester's Teleconference on the Enterprise IT Career March 19, correlated with more successful recruitment and better worker ret
In Forrester's research, IT was shown to use a wide range of employee retention tactics, from training (89 percent), formal performance management programs (89 percent), new hire orientations (69 percent) to individual career development plans (69 percent), formal leadership development (52 percent) and 360-degree feedback (46 percent).
However, they found that for the retention programs to be effective, the tactics needed to be integrated into larger talent management strategies including dual career paths, tying rotation into promotions along these paths, correlating training with skill gaps at each path level and identifying key performers along the path and targeting them for succession planning.
Roles and Skills
The prioritized skill sets of 2007 hires included security (31 percent), project management (26 percent), network management (26 percent), infrastructure architecture (25 percent) and enterprise architecture and design skills (24 percent).
Sixty percent intended to train workers in change management, 59 percent intended to do so in project management, 58 percent in service management and an equal number in business process skills and vendor and sourcing management.
IT decision-makers said they were most likely to outsource legacy programming (23 percent), packaged application support (23 percent) and application maintenance management (18 percent) and most likely to contract out similar skills, though at lower percentages.
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