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.

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. 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. 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. 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. 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. 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. 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. 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: