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Survey Spotlights Consumers' Influence on Enterprise IT
Cisco announced the results of a survey exploring the security implications of social networking and the use of personal devices in the enterprise. One of the most striking findings was that employees are consistently working around information technology security policies to use unsupported devices and applications. Another significant finding: 71 percent of the survey respondents said that overly strict security policies have a negative impact on hiring and retaining employees under age 30.

Conducted on behalf of Cisco by InsightExpress, the survey polled 500 IT security professionals across the United States, Germany, Japan, China and India. The results illustrate that the consumer influence on enterprise IT is growing and that more employees are bringing personal devices and applications into the network, presenting new business opportunities and security challenges. The survey explores the changing enterprise security landscape due to the evolving requirements of today's borderless networks, the benefits and drawbacks of accommodating an increasingly mobile workforce, and the challenges of protecting sensitive and proprietary data.

Highlights

  • More than half of the survey respondents have determined that their employees use unsupported applications, including:
    Social networking -- 68 percent
    Collaborative -- 47 percent
    Peer to peer -- 47 percent
    Cloud -- 33 percent


  • Nearly half (41 percent) of the respondents have determined that employees have been using unsupported devices, and more than one-third of that number said they have had a breach or loss of information due to unsupported network devices.


  • Despite these trends, about half (53 percent) of the IT respondents said they are likely to allow personal devices on the network in the next 12 months and 7 percent already support personal devices.


  • More than half (51 percent) listed "social networking" as one of the top three biggest security risks to their organization, while one in five (19 percent) considers it the highest risk.


  • Social networking tools are an unprecedented and highly beneficial tool for many parts of organizations, including human resources, marketing and customer service.


  • Nearly three out of four survey respondents said that overly strict security policies have a moderate or significant negative impact on hiring and retaining employees under age 30.

    • [Full Article] Jul-16-2010
    IT Salary Survey Reflects Optimism in IT Sector
    IT professionals have reason to smile, at least according to Janco Associates, which paints a very rosy picture about salaries in the IT job market.

    According to the Mid-Year 2010 IT Salary Survey hiring in some sectors of the IT job market seems to be picking up from where it left off before the recession. Salary cuts seem to be a thing of the past and there is actually an increase in compensation for selected positions, especially for CIO's.

    A 12-month comparison by Janco indicated that mean compensation, which included bonuses, for all IT executive positions in large enterprises surveyed stood at $143,378, which was a marginal increase from the previous $142,753. Contrastingly, in the case of mid-sized enterprises, there seemed to be a slight decrease in the mean compensation, $125,079 from the previous $126,031.

    However, overall compensation for all IT Professionals has shown a slight increase from $77,690 to $78,210; but there was a 13 percent decrease in the number of employees receiving personal bonuses and a seven percent decrease in those receiving enterprise-based performance bonuses.
    [Full Article] Jul-16-2010
    Research Revelations Into the Strongest and Weakest Natural Skills of the Stars at Work
    If you think you know what it takes to be a top performer in the work arena, think again. Trailblazing neuroscience investigator and bestselling business author Chuck Martin devoted two years of rigorous research to mapping core cognitive functions or :Executive Skills" of over 2,500 high-performing individuals to what they do and where they work. As he reveals in his new book, WORK YOUR STRENGTHS (AMACOM 2010), the stars in different fields and at different levels have many surprising similarities as well as differences.

  • High-performing employees, managers, and executives have different strengths, but they all share a common weakness: Task Initiation, the ability to begin tasks or projects without procrastinating. More than half of senior executives are weak in this Executive Skill. More high-performing males than females are weak in it.


  • High-performing males and females have different leading strengths. In high-performing males, the most commonly found strength is Metacognition, the ability to stand back and take a bird's-eye view of your actions in a situation and then make changes. In high-performing females, the most commonly found strength is Organization.


  • High performers in finance share a common leading strength with high-performers in sales: Working Memory, the ability to hold information in memory while performing complex tasks.


  • High performers in information technology (IT) share a common dominant strength with high performers in healthcare clinical departments: Planning/Prioritization. High performers in IT and healthcare clinical departments also share are common weakness: Stress Tolerance.


  • IT executives are better at handling stress than IT employees.


  • High performers in marketing, advertising, and promotion departments share a common leading strength with high performers in general management: Metacognition.


  • Sales managers and executives frequently claim a strength that is rarely found in top performing sales employees: Metacognition.


  • High performers in customer services share a common dominant strength with high performers in administrative departments: Organization.


  • Of all high performers strong in this Executive Skill, 35 percent are either a CEO or CFO: Goal-Directed Persistence.


    • Adapted from WORK YOUR STRENGTHS: A Scientific Process to Identify Your Skills and Match Them to the Best Career for You by Chuck Martin, Richard Guare, Ph.D., and Peg Dawson, Ed.D. (AMACOM 2010).
    [Full Article] Jun-18-2010
    Survey Finds 40% of Virtual Teams Underperform
    According to a study released, 80% of corporate managers work virtually at least part of the time and 63% are members of global virtual teams. The key factors that impair productivity are: cultural differences, communication styles, time-zone differences, language and a lack of face-to-face contact, according to the Virtual Teams Survey Report 2010 - The Challenges of Working in Virtual Teams, conducted by RW3 CultureWizard, an intercultural training consultancy specializing in online intercultural training for global business managers.

    The survey identifies three challenging areas: time zone and language difficulties, communication styles and cultural differences.

    1. Time Zones and Languages: 81% indicated time zones presented the greatest general hurdle to virtual teams, followed by 64% who found language (accents and dialects) to be a barrier.

    2. Communication style: 94% said the inability to read non-verbal cues is very challenging, and 90% stated the absence of face-to-face contact interfered with the ability to build a relationship (which is perceived as a challenge facing virtual teams). In addition, 81% said being virtual made it more difficult to establish trust and rapport.

    3. Cultural differences: 80% said that virtual teams slowed down decision making, 77% were hampered by different leadership styles and 76% felt the method of decision-making was a challenge.
    [Full Article] Jun-18-2010
    Are You Ready for Baby Boomers to Retire?
    Business of all types need experienced high performing information technology (IT) personnel, with the skills necessary to meet both current and future mission requirements. IT Departments need to face the fact that in the America's and Europe there is a large "older" Information Technology workforce that is anticipating retirement. As the IT Baby Boomers retire, many of their replacements will come from a new, younger generation of workers that is first generation to have lifelong exposure to the Internet and do not know what COBOL is.

    This generational shift will bring a variety of new dynamics to the general workplace and the IT field in particular. In order to manage effectively, managers will need to reconcile the distinct, and sometimes conflicting, expectations, needs, and life experiences of their workforce and to establish a context for success that allows the strengths of each generation to shine. Enterprises must be able to capture the knowledge of the current workforce while getting ready for the structural changes that will come from from both a changing workforce and rapidly evolving technology. This will present a wide-range challenges for CIOs and their replacements as they also retire.

    The new workforce will be:

  • More diverse, as measured by ethnicity, age, race, religion, family background, sexual orientation, geographic location and global connectivity, language ability, and disability


  • Less immersed in work and desiring more work/life flexibility


  • Technologically-savvy and having good collaboration skills


    • To manage this workforce, CIOs and HR departments need to develop managers with a broad level of self-engagement, who are good at personal interactions, able to provide the new workforce employees with "space" while still being able to achieve results, value employee career development, and recognize their achievements. Additionally, organizations need to ensure individuals have the proper workplace tools to succeed, with more flexible work processes. This, coupled with continuous methods for feedback and recognition, can foster high individual, workgroup and organizational performance.
    [Full Article] May-14-2010
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