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IT Hiring Resource Kit
"Everything you need to respond and hire as demand for IT Professionals increases"
CIO Fortune 500"


 

Simplify Recruiting While Making Sure You Hire The Best IT Staff Possible

Building the IT Staff your company needs to succeed requires offering the right jobs at the right salary levels. Only the IT Hiring Resource Kit provides the industry-standard job descriptions and up-to-date salary data you need to recruit top talent as effectively and efficiently as possible.

This indispensable resource provides up-to-date salary data gathered through an extensive survey of businesses throughout the United States and Canada, plus polished job descriptions for the 73 IT positions surveyed. This proprietary information will reduce the time it takes to recruit top talent and ensure that you get the right person for each job.

Contents

Standard
Edition
Silver
Edition
Gold
Edition
Platinum
Edition
2006 IT Salary Survey - The salary survey draws on data collected throughout the year via extensive internet-based survey instruments and completed survey forms from businesses throughout the United States and Canada. The survey data reflects IT salaries in 78 major cities in the United States as well as 23 cities in Canada.  Summary data is provided in both the PDF document and a separate Excel Spreadsheet.  x x x x
Salary Survey Job Descriptions (PDF)  The job descriptions are provided as an indexed PDF document for all of the  positions surveyed. The PDF file has a copyright date of 2006 and can be viewed and printed. x x x x
Salary Survey Job Descriptions (Word) The IT job descriptions are provided as individual word files using long file names. The Word files have a copyright date of 2007.   x x x
204 Internet and IT Job Descriptions (Word) The 204 job descriptions have been extracted from Janco's Internet IT and Position Descriptions HandiGuide®. Each job description has a copyright date of 2007.     x x
Internet and IT  Positions Description HandiGuide® (PDF)  The Internet and IT Position Descriptions HandiGuide® contains 639 pages; which includes sample organization charts, a job progression matrix, and 204 job descriptions.   The book also addresses Fair Labor Standards and the ADA.  Also included are tools to help you expand, evaluate and define your enterprise's unique additional required. Those tools include:
  • Job Evaluation Questionnaire

  • Position Description Questionnaire

  • Job Progression Matrix (Job Family Classifications)

      x

 

 

 

 

 

Current News

Non-Compete Clauses Ruled Invalid in California - August 27th, 2008

(cNet) - The California Supreme Court on Thursday upheld a state law ruling that employers cannot restrict employees from working for a competitor or soliciting former clients when they leave the company.

That may be good news for California-based tech employees who want to take their skills to another company, or head a start-up that may directly compete with their former employer. "Noncompete" contracts, in place largely to protect an employer's intellectual property, began being used by companies during the dot-com boom to prevent losing valuable workers in a competitive technology labor market.

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The California law has been in existence since 1872, forbidding "noncompete clauses" that restrict management employees' options in their next job or business. But the law has been interpreted differently throughout the state, and the 9th U.S. Circuit Court of Appeals in San Francisco has ruled in favor of allowing a company to limit their employees' future job choices, as long as it doesn't prevent them from working in the same field.

Thursday's ruling was a response to the Edwards vs. Arthur Andersen case, stating clearly that Edwards, a tax manager, signed an invalid noncompete clause. The court said in its final disposition (see PDF) that "Non-competition agreements are invalid...in California even if narrowly drawn."

  -  more information

Things That You do Not Want to Say to Your Management or Users - August 22nd, 2008

There is no documentation on the application (code)  - When a program fails at a critical point in time and the error is investigated you find there is no documentation of what the code does, how it impacts other applications, and the programmer who wrote the code cannot be identified or is no longer with your enterprise.

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No application relationship diagram is available – When it is time to upgrade or change and you find that there is no application interface definition nor is there any documentation which tells you how the application interfaces with all of the other applications within the enterprise.

Key employee is actively seeking a new job or looking to retire – Out of 100 IT employees 22 change jobs within each 12 months.  Add to that the fact that between 20 to 30% of "legacy" system experts are going to retire within the next 5 years and you have another issue the CIO needs to address.

Users and the CIO want an application and you cannot document the ROI – Pressure is placed on you to build the business case for a new application or an enhancement to an existing one and you cannot prove that it meets the enterprise’s ROI threshold.

You do not know what the CIO’s vision is – You are in a meeting with users and the CIO and say something that shows that you are not on the same page as the CIO.

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Enterprise Architecture Job Description Bundle Released by Janco - August 21st, 2008

A bundle of Job Descriptions have been created for Enterprise Architecture. In addition several other job descriptions have been updated to reflect the Enterprise Architecture Order Enterprise Architectfunction.  The twelve (12) job descriptions are:

  • Manager Enterprise Architecture
  • Project Manager Enterprise Architecture
  • Enterprise Architect
  • CIO
  • CIO - Small Enterprise
  • Chief Compliance Officer - CCO
  • Chief Security Officer - CSO
  • Manager Database
  • Manager SOX Compliance
  • Capacity Planning Supervisor
  • Change Control Supervisor
  • Database Administrator

The Internet and IT Job Description WORD files have also been updated to include these changes.

Order Enterprise Architect    Enterprise Architecture Job Description Bundle

  -  more information

Can Your eMail Address Impact Your Job Search - August 15th, 2008

Scientists at the University of Leipzig have taken a close look what your e-mail address says about you.  They found that people really do judge others based on the e-mail addresses they choose. What's more interesting, however, is that these judgments tend to be right.

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In a research published recently in the Journal of Research in Personality, the scientists took a look at just e-mail addresses and had the people who created them fill out a brief personality questionnaire. Then, they asked other students to rate these same addresses to find out if the e-mail names seemed to be neurotic, open, agreeable, conscientious, narcissistic or extroverted.

They discovered is that the students tended to judge people based on their addresses. The researchers say it's astonishing that the sliver of information that you pass on in your e-mail address can be enough for people to get a valid read on your personality.

Their advice is simple: Choose an address you like. After all, is it really such a bad thing for others to see you the way you are?

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IT Job Maket Soft - August 11th, 2008

 IT Salary SurveyJust five months ago, it seemed as if demand for IT jobs was holding firm, even as other sectors halted hiring and/or cut jobs. But it didn't take long, about a quarter, for the slowing economy to hit the IT industry. According to numbers from the U.S. Department of Labor's Bureau of Labor Statistics, the information industry lost 13,000 jobs in July and 44,000 jobs over the past 12 months. This report contrasts sharply with earlier surveys from two industry trade groups, the National Association of Computer Consultant Businesses and AeA, both of which found the economy added more than than 90,000 IT jobs over the past year. The Bureau of Labor Statistics numbers mesh more closely with two just-released surveys, one from Goldman Sachs & Co. that found a growing number of managers considering IT staff cuts, and another from Janco Associates that put demand for IT jobs at its lowest point since 2004.

  -  more information

Culture Changes Drive IT Performance - August 8th, 2008

In speaking with a large number of CTOs, CIOs, and IT decision makers about IT culture, and signs Janco has drawn some conclusions. We have found that there are many who advise CTOs, CIOs, and IT decision makers on how to go about making big changes to their IT culture, but less is said about what changes could mean for the staffers within the department.

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A culture change from decisions being made from a large to a small group of people might force an employee to quickly adjust the way they get things done. A change from a U.S focused IT organization to a global one might put pressure on a worker to adjust their schedule, and their way of communicating with customers to fit the culture.

However, the message is that the onus is on the IT professionals to adapt to the changes being made within their departments. Yet most employees have from time to time felt that the culture of their group was changing and perhaps leaving them behind. Is the only option to quietly focus on getting another job?

As the culture changes the IT professional needs to be aware of the way decisions are made, who makes the decisions, and how that impacts them?  If that is not understood and dealt with frustration and poor performance follows.

  -  more information

Proven Steps to Increase Your Compensation - August 6th, 2008

Many IT professionals ask, “How can I increase what I am paid?”  Janco has defined 5 proven actions that any IT professional can take.  They are:

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  • Obtain a university or technical degree – A BA or BS will have value long past that of a certification that will be out of date in a few years.
  • Build your network of peers and potential employers - You need others who will vouch for you, whether you are transitioning outside your current company or aiming for an internal promotion, so it is important to build trust and respect with your peers, bosses and associates. As a part of this effort, focus on improving your communication skills.
  • Increase Your hardware, software, and application experience -  If you are  going to have to use IT hardware, software, and applications, maintain them for other users or convince customers to include those products in solution, you need to be able to discuss your own experiences with those products.
  • Attend training and seminars of the latest IT solutions – Expand your knowledge and experience base by every means possible.  There are many training and seminar programs that are available from vendors – attend them and then quickly apply what you have learned.
  • Expand your on-the-job experience  - Whenever opportunity arises, throw your hat in the ring for that new project, whether or not it is outside your areas of expertise.  Pursuing projects outside the normal scope of your job responsibilities not only expands your marketable knowledge and experience, but can put you in the position to meet, network with and impress new people.
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Employment Falls in the IT and Telecommunications Industry - August 1st, 2008

According to the Bureau of Labor Statistics – US Department of Labor in July employment for the information industry declined by 13,000 jobs and by 44,000 over the past 12 months.  Telecommunications lost 5,000 jobs in July.

 

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This data agrees with the June forecast made by Janco Associates when it released it 2008 Mid Year Salary Survey for Information Technology and Communication professionals.

 

Janco found that demand was down for many IT pofessionals.  The CEO of Janco was quoted in eWeek.

 

Enterprises have slowed down and in many cases eliminated discretionary spending by IT, the Janco survey found, something that has resulted in fewer projects being initiated, the use of consultants being reduced, if not eliminated, and a slowdown of initiatives that had already been approved.

"CIOs' management is telling them to pull their horns in," Janulaitis said. "IT is now in a place where people are thinking that with all of these great tools out there, do we still need centralized processes? Do we have to have that infrastructure ourselves?"

Janco's data found that IT hiring demand is the lowest it has been since 2004, with increases in compensation for most IT professionals having been outpaced by growth in the cost of living. Hiring is also being limited to key replacements, and some roles are more at risk than others.

"They're looking first at the administrative positions, those not in a main line development role. Supporting roles are the most at risk," said Janulaitis, speaking of jobs that large IT organizations were offshoring long before fears of a recession struck. "In a way, this recession may expedite processes that were already in place."

 

  -  more information

IT Job Market Is Poor At Best - July 22nd, 2008

Janco continues to review the IT job market for CIOs and CTOs. but sees few bright sposts.  A Job Market Index just released found very few among the unemployed management ranks willing to leave the job search for their own venture. The compnay doing the survey polled 3,000 recently "discharged" managers and executives. They found:

Job Market

The startup rate among unemployed managers and executives fell to 4.3 percent in the second quarter, compared to 7.2 percent in the first quarter. Last year, 6 percent of job seekers abandoned the traditional job market for entrepreneurship in the second quarter, according to the study.  The second quarter figure was the lowest since the fourth quarter of 2000, when only 3.5 percent of job seekers started their own firms.
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Eight and Seven Figure CIOs - July 18th, 2008

Who Made What: Some of the Top-Paid Fortune 1000 CIOs of 2007

Technology Executive Company / Industry Total 2007 Compensation* Salary
1. Barbara Desoer
Global Technology & Operations Executive
Bank of America
Financial Services
$10,532,513 $800,000
2. Glen Salow
EVP Technology & Operations
Ameriprise Financial
Financial Services
$7,029,188 $709,6780
3. Robert Carter
EVP, CIO
FedEx
Services
$5,461,269 $510,000
4. Tim Shack
EVP, CIO
PNC Financial Services Group
Financial Services
$4,896,181 $475,000
5. Mark Boxer
President & CEO Operations, Technology, Government Services Business Unit, EVP
Wellpoint
Health Care
$4,878,008 $693,654
6. Bob Willett
CEO Best Buy International, CIO
Best Buy
Retail
$4,677,735 $685,577
7. Dave Kepler
EVP, Chief Sustainability Officer, CIO & Corporate Director of Shared Services
Dow Chemical
Manufacturing
$4,672,827 $562,310
8. Randy Darcy
EVP Worldwide Operations & Technology, CTO
General Mills
Manufacturing
$4,449,958 $500,000
9. Bob DeRodes
EVP, CIO
HomeDepot
Retail
$4,296,143 $774,788
10. Larry Kittelberger
SVP Technology & Operations
Honeywell International
Manufacturing
$4,075,648 $606,250

SOURCE: Company proxy statements and 10-K filings. *Includes bonus, stock, options, incentive pay, pension contributions and other compensation

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Is IT Spending on the Rise or Falling - July 17th, 2008

CDW has reported that IT staffing and spending is on the rise.   CDW says, "The past two months have seen IT executives grow increasing bullish about the future of their organizations, according to the results of the most recent CDW IT Monitor, a bimonthly survey that gauges IT budget management and spending plans and tracks the perceived value of business technology.

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The CEO of Janco Associates, Victor Janulaitis disagrees.  Mr. Janulaitis said, "We are seeing enterprises of all sizes begin to be more cautious - they are now deferring both hiring and spending."

  -  more information

IT Job Unemployment Is LOW - July 10th, 2008

The size of the IT workforce in the United States has topped 4 million workers for the first time last quarter, according to CIO Insight's analysis of U.S. Bureau of Labor Statistics data. And the number of employed IT pros reached 3,956,000 in the second quarter of 2008, also a record high.

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The IT unemployment rate inched up one-tenth of a percentage point last quarter to 2.3 percent, but still hovers near historic lows. That is in contrast to overall unemployment, which last quarter stood at 4.7 percent, more than double the IT jobless rate. (In June, overall unemployment stood at 5.5 percent for the second consecutive month, after shedding 62,000 jobs that month. Comparable numbers arenÂ’t available for computer-related occupations.)

Why would IT employment remain robust as unemployment rises in most other job categories? IT performs a critical role in business productivity, and the efficiencies it brings are crucial for employers looking to trim costs - including payrolls - as fuel and related expenditures soar and the economy and dollar weakens. In addition, companies today cannot operate without functioning IT systems, so certain business technology skills cannot be eliminated if a company wants to remain competitive.

A year earlier, the IT unemployment rate stood at 2.1 percent, with 3,599,000 workers employed in IT and 77,000 jobless and looking for positions in the field, for an IT workforce size of 3,675,000.

With 4,050,000 managers, professionals and other staffers holding or seeking computer-related positions last quarter, the IT workforce has grown by 10.2 percent over the past four quarters.

Another sign of a strong IT economy: the number of workers employed by IT services firms rose by 56,100 this past year to 1,414,400, a 4.1 percent increase, according to last monthÂ’s BLS establishment survey of some 160,000 businesses and government agencies covering about 400,000 worksites. The active sample includes about one-third of all nonfarm payroll workers.

The increase in IT services employment reflects the continuing need by companies for outsourcers to manage corporate IT infrastructures as well as provide hard-to-find but needed skills to develop and support new applications and systems.

Not every person employed by IT services firms - officially labeled by the government as computer systems design and related services - is an IT pro, but a majority are. A 2006 government report estimates that 53 percent of IT services firms' workers hold IT jobs such as programmers; software engineers; computer, network systems and data communications analysts; or database, network and systems administrators. Another 3 percent are computer and IS managers. The remaining employees—44 percent of payrolls—encompass non-IT managers and administrative and operational support personnel, including those in finance, human resources and sales.

Besides the establishment survey, the government also queries 60,000 households to determine employment and unemployment in the U.S. For our analysis, we use a BLS quarterly report that aggregates the monthly reports and details employment in hundreds of occupation categories. The government tracks seven major computer-related job categories: computer scientists and systems analysts, computer programmers, computer software engineers, computer support specialists, database administrators, network and computer systems administrators and network systems and data communications specialists plus computer and information systems managers.

CIO Insight analyzes these eight occupation categories to determine current IT employment conditions. Because these IT professions comprises less than 3 percent of the overall workforce, and each occupation categoryÂ’s size on its own would be statistically unreliable, CIO Insight aggregates the last four quarters to determine each quarter's workforce, employment and unemployment levels. For example, we added BLS data from the last two quarters of 2007 and the first two quarters of 2008 then divided by four to determine second-quarter 2008 data. Statisticians and economists say aggregating four quarters worth of data makes them more statically reliable than just using one quarter's worth of data.

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CIO Assumes More Roles On Advance to CTO Role - June 30th, 2008

Roles of CIO as he becomes the CTO for enterprises expand to include:

  • Becomes a player in creation of the business plan and strategy processes
  • Improving the Infrastructure of IT and focusing on improved service levels
  • Adding value to and improving the business operational process
  • Providing accurate and timely data which complies with needs of all users – both internal and external
  • Driving innovation with both technological and systemic advancements

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How do you Make Your Enterpris a Great Place to Work - June 27th, 2008

Great places to work are not just those that pay the most.  Criteria that employees look for are:

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  • Benefits such as 401k's and extensive health and dental insurance which are employer paid
  • Work environment that allows for a personal life
  • Organizational structure that lets everyone contribute to the success of the enterprise
  • Ability to talk with management freely and openly
  • Place where everyone has the ability to be seen by management
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Best Life Style Place to Work is Utah - June 23rd, 2008

Utah is a great place to work because of the number of things that you can do there in your time off.

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If we are all working hard on our careers, plus doing our jobs well, is there time for anything else? There is if you work in Utah because of the number of outdoor activities you can participate in without having to fight crowds. To succeed in our careers means not only doing well in our jobs, but making sure that our jobs support the lifestyle that we desire. Unfortunately, when people complain about balance, often the problem isn't too much work, but too little life. Solving this problem can be as simple as scheduling non-work activities or as complex as seeking flexible work arrangements. But what "life" activities should be scheduled?

Two clear facts: No one but you knows what your perfect balance should be, and no one but you can know which activities hold interest.

In the case of Utah in the winter there is skiing, and the rest of the year there is golf, mountain and road biking, fishing, hiking, and boating. 

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Job Hunting Skills Key to Finding Your Next Job - June 11th, 2008

With the prospects not all that great in the IT Job Market, IT professionals need to take care when they leave one company and start a job search.  IT Professionals should do before and after an job interview.

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Before the Interview and while you are employed

  • Keep track of your accomplishments and keep your resume up-to-date
  • Focus your resume to the job you want to get
  • Leave your existing job on a good note
  • Keep your professional network alive and working
  • Extend your search beyond the Internet
  • Extend your search to every possible job not just the perfect job
  • Have a generic cover letter ready to go
  • Focus on your accomplishments in your resume and cover letter – use positive statements
  • Eliminate all typos and grammatical errors
  • Include your personal cell phone number as the best place to contact you

Interview

  • Show up on time for appointments and respond to phone and email messages promptly
  • Dress for the job you want
  • Remember that first impressions last
  • Asking meaningful questions
  • Speak positively about former boss employers
  • Focus and listen to interviewers
  • Researching the position and the potential employer
  • Be polite and do not discuss politics or religion
  • Salary should be one of the last things discussed
  • After the interview send a thank you note
  • Follow-up but do not be over-aggressive
  • Learn from each interview – What did you do right and what did you wrong?
  • Keep track of where you have applied – add to your
  • Assume you will not get a response from an interview – continue your search
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Which Positions are in Higher and Lower Demand in IT Organizations - June 10th, 2008

Based on the Janco 2008 Mid Year Salary Survey, there is increased demand for seven positions in large enterprises and six positions in mid-sized businness. 

In large business the positions in high demand are:

  • VP - Information Service
  • Director Systems & Programming
  • Manager Data Warehouse
  • Computer Operations - Shift Manager
  • Voice Wireless Communications Manager
  • Manager Wireless Communications
  • Data Center Facility Administrator

In mid-sized business the positions in high demand are:

  • VP - Security (CSO)
  • Director Systems & Programming
  • Director IT Planning
  • Computer Operations - Shift Manager
  • Computer Operations - Shift Supervisor
  • Change Control Analyst
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Tips for CIOs Use to Manage Star Performers - May 28th, 2008

Some keys to managing staff that is smarter than you are the following:

  • Focus on results produced not the way or processes that are used
  • Manage by not asking questions not directing them in how to do it
  • Be open to new ideas and new approaches
  • Know what you know and what you do not know
  • Listen more than speak
  • Provide opportunities to make your staff go beyond existing limits - make them stretch
  • Remember that you are the leader and manager and do not abdicate that role
    Hire people smarter and better than yourself
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Tenets of Success for IT Professionals - May 28th, 2008

When we see IT professionals who are successful we see that they will always develop a deep understanding of what it takes to be successful and follow a few basic tenants that have little to do with technology.  The tenets are:

  • Users Rule - No matter what the IT professionals thinks the users are always right even if they are wrong.  If the user is not does not see the right path, the IT professionals must be able to lead them there with dictating the solution.
  • The Business Rules - The mission of the enterprise should be the focus of solutions provided by the IT professional.  IT professionals should know the business and the processes that drive the business.
  • Organization and Goals Rule - The culture and power structure of the enterprise need to be understood and managed to by IT professionals. 
  • Relationships Rule - IT professionals who are trusted by management and non-IT peers are the ones who are the most successful.

 

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H-1B program at risk - May 22nd, 2008

On the heels of earlier congressional vote in which the AgJOBS amnesty and the employment-based permanent worker increases were stripped from the Iraq Supplemental bill, he H-2B low skill worker increase has been removed from the Iraq Supplemental spending bill.

That places expansion of the H-1B visa program on a path which could ultimately lead to its reduction and or defeat.

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Chief Security Officer Definition - May 18th, 2008

What is the Chief Security Officer (CSO)?  The title Chief Security Officer (CSO) was first used inside the information technology department and function to identify the person responsible for IT security. At many enterprises, the term CSO is still used in this way.

The CSO title is also used in many enterprises to describe the leader of the "corporate security" function, which includes the physical security and safety of employees, facilities and assets. This individual often holds a title such as Vice President or Director of Corporate Security. Historically, corporate security and information security have been handled by separate departments.

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The CSO is the executive responsible for the organization's entire security posture, both physical and digital. CSOs also frequently own or participate closely in related areas such as business continuity planning, loss prevention and fraud prevention, and privacy.

At a tactical level, technology is being infused into physical security tools, which are increasingly database-driven and network-delivered. At a strategic level, CEOs and corporate boards, motivated in part by regulations such as the Sarbanes-Oxley Act, HIPAA, and ISO 27000 (formerly ISO 17799) 27001 & 27002 standards, desire an enterprise-wide view of operational risk.

The Chief Security Officer (CSO) is responsible for overall direction of all security functions associated with Information Technology applications, communications (voice and data), and computing services within the enterprise.  At the same time the CSO must be aware of the implications of legislated requirements that impact security for the enterprise.  This includes but is not limited to Sarbanes Oxley Section 404 requirements.

The CSO has the responsibility for global and enterprise-wide information security; he/she is also responsible for the physical security, protection services and privacy of the corporation and its employees.

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Outsourcers to be Impact by HP Purchase of EDS - May 13th, 2008

Outsourcing  With the acquisition of EDS by HP there will be a reduction in the number of IT service jobs.  That will have a large impact on Outsources.  There are over 137,000 EDS jobs, with almost 25,000 in India, and many of those jobs will be eliminated in a consolidation and automation of the combined companies data centers. 

 

The elimination of jobs will put more pressure on outsource providers as there will be a surplus of employees who will be out of work.

 

In the 1970s that occurred in the US and that drove a recession.  The question is will that be good for the US job market or not.  Only time will tell.

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High paying IT jobs are being outsourced and off-shored - May 12th, 2008

Outsourcing
Janco and eJobDescription.com have  confirmed that high pay jobs within the IT function are targeted as those which are most often targeted for outsourcing when companies outsource - especially when then outsource outside of the United States.   This information was captured during the data capture and interview process of the semi-annual IT Salary Survey and a review of the materials contained within the "
Practical Guide for IT Outsourcing".

According to firms that outsource and/or off-shored IT operations, Janco found that many high-wage, high-skill jobs that were once thought to be immune to outsourcing are now being outsourced.  Over 25 percent of these enterprises reported high-skill IT jobs are being sent overseas to third parties

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H-1B Violations generate a fine against company - May 10th, 2008

The Department of Justice (DOJ) announced that iGate Mastech Inc. (iGate), a Pittsburgh computer consulting company, has agreed to pay $45,000 in civil penalties to settle allegations that iGate discriminated against United States citizens in its employment practices. The settlement also requires iGate to train its recruitment personnel and to post a nondiscrimination statement on its Web site.

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The settlement stems from the DepartmentÂ’s finding that, between May 9, 2006, and June 4, 2006, iGate placed 30 job announcements for computer programmers that expressly favored H-1B visa holders to the exclusion of U.S. citizens, lawful permanent residents, and other legal U.S. workers. Such preference constituted citizenship status discrimination and is prohibited by the Immigration and Nationality Act.

Acting Assistant Attorney General for Justice DepartmentÂ’s Civil Rights Division said the DOJ is committed to protecting the right of all authorized workers in the United States against citizenship status discrimination.  The DOJ was pleased to reach the settlement with iGate, and looks forward to continuing to work with the business community to educate the public about the protections and obligations under the anti-discrimination provisions of the Immigration and Nationality Act.

Hiring in a Recession

The Office of Special Counsel for Immigration-Related Unfair Employment Practices (OSC) in the Civil Rights Division, which conducted the investigation in this matter, continues to monitor iGate to ensure compliance with the settlement agreement. OSC is responsible for enforcing the anti-discrimination provisions of the Immigration and Nationality Act (INA), which protect U.S. citizens and certain work-authorized individualsWorkauthind.htm from employment discrimination based upon citizenship or immigration status. The INA also protects all work-authorized individuals from national origin discrimination, unfair documentary practices relating to the employment eligibility verification process, and from retaliation.

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How should a CIO be compensated? - May 1st, 2008

When CIOs start to think about compensation for their staffs, they need to consider their own compensation.  Some of the questions that they should ask themselves are:

 

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  • What are the basics of the annual wage package for CIOs of other companies?
  • What is the preferred method for manifesting the compensation package into a time specific contract?
  • Which elements of the equity compensation are most favored by CIOs? Why?
  • How do CIOs value the different components of the compensation offer? What emphasis is placed on bonuses? Stocks? Wages?
  • How does the CIO package set the tone for the other compensation programs offered to other Information Technology management team members?
  • What language is important when it comes to the compensation in the employment contract?
  • What are the 5-7 most important components of the employment contract to a CIO?
  • Which components are the most challenging to negotiate? Why?
  • Which components can be bargained away in favor of other, more important contract terms?
  • What system is most effective when trying to update a CIO compensation package?
  • What is the most common compensation structure for members of the management team? Why?
  • What method is used to analyze the compensation structure for each CIO?
  • What industry standards are applied to the compensation and employment contracts?
  • What calculations and metrics are used to structure the CIO compensation?
  • Which structural elements constitute the greatest amount of CIO pay?
  • How is performance measurements detailed in the employment contract and compensation agreement?
  • Which Information Technology positions are most closely tied to performance measurements? Why?
  • How are complicated elements of the compensation plan analyzed and monitored?
  • What procedure is used to peg compensation to other organization goals?
  • What schedule is outlined for reviewing compensation against performance goals?
  • Which incentive based elements of the package are preferred by CIOs?
  • Which elements of the employment contract are most important to CIOs? Why?
  • What negotiating strategies and techniques are most successful?
  • What are the most difficult terms to negotiate? What can the CIO do to prepare for these hot topics?
  • What language must the CIO or CIO insist upon when it comes to the employment agreement?
  • What are the non-financial aspects of the contract? Why are these important to CIO level management?
  • What must CIOs be careful about when it comes to date specific terms of the compensation and employment contract?
  • How much time and money should a CIO budget for negotiating?
  • What is the impact of poor negotiations on CIO performance?
  • When is it best to work through a third party?
  • What process is used to facilitate stalled negotiations?
  • How are CIO level employment contracts changing? Why?
  • What is the impact of these changes directly on the contracts? Which trends do you expect to benefit the CIO?
  • What terms or issues can CIOs expect to deal with in the future, in light of recent trends?
  • What techniques can management use to get a better compensation package?
  • When does it make sense to go to the Board of Directors regarding pay? Why?
  • Why is it important for both parties to be satisfied with the contract? How is this accomplished?
  • What methods are CIOs using to keep their contracts progressive?
  • How do the current tax laws influence changes to CIO employment contracts?
  • What impact do corporate rules or policies have on the CIO compensation?
  • Who is most actively involved in developing company policies that impact compensation? What is the trend?
  • What are the challenges to CIOs who are looking to improve their package?
  • What is the current thinking companies regarding deferred compensation? Why?
  • How can the Board of Directors guide the employment contract process?
  • What is the typical timeline for completing an agreement once the process has started?
  • Who is most instrumental in facilitating the negotiations? Why?
  • Which deadlines are most important in the employment contract?
  • What are the biggest mistakes CIOs make when negotiating employment contracts?
  • How consistent are the agreements across members of the management team?
  • When is it allowable to operate without an employment contract? What are the risks?
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