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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 talentmanagement

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

$

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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.

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70% of executives are not effective at supporting new-to-role peers and managers.

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

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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.

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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.

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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.

PlanA 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

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What Does This Mean for IT?

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

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