select page:
CEB research finds that the best
CIOs spend more time on talent
management than any other activity.
By 2015, ...
The Reality:
Actually, it’s talent. Whereas many CIOs are focused on waves of retirement in their workforces
and the pipel...
Selecting and grooming high performers
for open leadership positions determines
successful outcomes for those roles.
Myth ...
Talent assessment should be done
with manager downward reviews and
360 degree reviews.
Myth 3
The Reality:
Research shows ...
Investment in teaching the technical
skills of tomorrow is the right way to
spend development dollars.
Myth 4
The Reality:...
Employee engagement matters less
when the economy is stable.
Myth 5
The Reality:
One in four IT employees is looking to le...
IT needs to develop a long-term and integrated solution to IT talent management. CEB’s
Plan-Assess-Develop framework offer...
Why CEB?
Our integrated approach to talent management will help you build
a more effective IT organization. We believe the...
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Five Myths About IT Talent Management

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The best CIOs spend more time on talent management than any other activity. By 2015, almost every IT role will be impacted by major shifts in the way we work — where CIOs focus their time and how they navigate these changes will be crucial to the success of the IT function. Learn the five common myths about IT talent management.

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Five Myths About IT Talent Management

  1. 1. select page: CEB research finds that the best CIOs spend more time on talent management than any other activity. By 2015, almost every IT role will be impacted by major shifts in the way we work. Where CIOs focus their time and how they navigate these changes will be crucial to the success of the IT function. Here are five common myths about IT talent management. Five myths about IT talent management
  2. 2. The Reality: Actually, it’s talent. Whereas many CIOs are focused on waves of retirement in their workforces and the pipeline shortages, the most effective CIOs are focused on strategic activities such as building strategic workforce, succession and diversity plans. Technology Governance practices vendor selection Technology, governance practices and vendor selection are the most important drivers of business value in IT. Myth 1 $ select page:
  3. 3. Selecting and grooming high performers for open leadership positions determines successful outcomes for those roles. Myth 2 The Reality: Previous high performance alone won’t determine success for new-to-role leaders. Although leadership transitions occur regularly and have broad cost implications, they are frequently not managed as carefully as other recurring, high impact processes. Transitioning leaders often have an underprepared (or non-existent) support community – in fact, more than 70% of executives are not effective at supporting new-to-role peers and managers. select page: 70% of executives are not effective at supporting new-to-role peers and managers.
  4. 4. Talent assessment should be done with manager downward reviews and 360 degree reviews. Myth 3 The Reality: Research shows that most of these methods of performance management misidentify high performers. In addition, more than 3/4 of business managers report relying on intuition, rather than data analytics, to make critical business decisions. of high performers are misclassified of business managers rely on intuition to make decisions 2/3 3/4 select page:
  5. 5. Investment in teaching the technical skills of tomorrow is the right way to spend development dollars. Myth 4 The Reality: IT organizations that fail to identify the right competencies —and understand where their teams stand against them— are unnecessarily sacrificing performance and limiting team potential. select page:
  6. 6. Employee engagement matters less when the economy is stable. Myth 5 The Reality: One in four IT employees is looking to leave their current job, making them less likely to support changes the company makes, suggest opportunities for improvement, expand their skills and put forth any extra effort. select page:
  7. 7. IT needs to develop a long-term and integrated solution to IT talent management. CEB’s Plan-Assess-Develop framework offers a pragmatic way to engineer a high performing team. Plan A long-term IT talent strategy CEB Leadership Councils enable you to create an effective workforce plan, forecast roles for the IT organization of tomorrow, and define competencies to drive high performance. CEB’s IT Talent Assessment benchmarks your team against 1200+ organizations and assesses your staff with a sophisticated psychometric assessment. *Please note: CEB IT Talent Assessment is currently only available in North America. CEB’s IT Leadership Academy and Role-Based training will help you upskill current staff in the competencies proven to drive high performance. Assess Staff on IT-specific competencies Develop A high-performing team select page: What Does This Mean for IT?
  8. 8. Why CEB? Our integrated approach to talent management will help you build a more effective IT organization. We believe the difference between good companies and great companies is having the right people in the right roles, making talent the single largest driver of corporate performance. CEB has the most comprehensive view into the drivers of leadership success, employee performance, and employee engagement, with unrivaled datasets (over 35 million assessments delivered last year) and validation from hundreds of CIOs. Learn more at: WWW.EXECUTIVEBOARD.COM/IT-TALENT select page:
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