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Tuesday, July 17th, 2018

From 3/2/09 Computerworld...
The economy is shaking up CIO's skill sets, lowering the premium on some traditionally valued traits while pushing others up. Here's a look at five skills vital to leading IT right now.

Money issues now require much more of CIO Diana Melick's attention than they did in the past.

The faltering economy has her forecasting costs and slashing budgets just like her peers, but Melick went a step further. She had her staff scrutinize infrastructure costs, the largest area of IT spending.

"In good times, no one looks at their phone bills," she says, but when things get tough, "it's time to start looking at the details.

"And once you see those costs, you can ask whether there is a better way to manage them," she adds. That includes confronting vendors and asking for their own ideas on reducing costs.

Melick did all of the above, and as a result, the vice president and CIO at Alpharetta, Ga.-based Siemens Energy and Automation, a division of Siemens AG, cut some costs by 15% to 20%.

Melick identifies such fiscal finesse as one of the top skills needed to run IT today. In fact, the economy is shaking up CIOs' skill sets and lowering the premium on some traditionally valued traits while putting others in the spotlight. Here's a look at five skills that are vital to those leading IT right now.

1. Penny-pinching

Like Melick, Guy J. Russo, the CIO at CommunityAmerica Credit Union in Lenexa, Kan., says he's focused on finding efficiencies anywhere he can.

"We're trying to make it fun to save costs, and we're trying to get people to think about it and demonstrate to the business how the IS organization gets it -- that we know life is tough, and here's the plan for how we can save," he says.

How to shine in hard times: Skills for the up-and-coming IT pro

Senior IT people aren't the only ones who need to tweak the skills they bring to the table in hard times. Junior staffers do, too. That's a tall order, especially for those who haven't gone through a recession before. If you're a junior staffer, here's what you should do to shine in this economy:

Show more than tech talent. "It's not enough to be specialized; you have to be broader," says Preeta M. Banerjee, an assistant professor of strategy at Brandeis International Business School. She suggests pairing your IT skills with expertise in, for example, green issues or a specific business area.

Understand how the economy affects your company. You should already have some business skills, but now you need to understand how economic cycles affect your business colleagues, the company as a whole and the industry in which it operates.

Understand how the economy affects your job. Big projects and challenging initiatives are going to be put on hold, and you might find yourself working on less-than-exciting tasks. "You don't want to become a high-maintenance employee. You want to be the employee who goes in to the boss and says, 'What can I do?' " suggests Diana Melick, vice president and CIO at Siemens Energy and Automation.

Make opportunities. "It's very easy for people these days to keep their heads down and hope not to be noticed, but that's often exactly the wrong thing to do," says Peter Whatnell, Sunoco's CIO. Remember, he says, more people get medals and promotions in times of war "because situations are such that you have the opportunity to demonstrate what you're capable of."

Keep current. "Be aware of the latest technologies and open-source packages that offer new ways to lower development/deployment costs," says Raji Arasu, vice president of product development at eBay.

Get feedback. Companies often shed poor performers during times like these, so it's important to stay at the top of your game. Arasu suggests soliciting feedback as part of a focus on continual self-improvement.

He motivates workers by displaying their successes. A bulletin board at the door leading to the IT department holds a thermometer-style bar chart that tracks the savings realized through tech initiatives.

Russo is also setting new financial expectations. For example, he says his staffers know that coming in on budget isn't enough to earn kudos anymore; they have to come in under budget -- but still deliver the expected high-quality services and products.

2. Inspiring Calm

Workers can't influence the corporate decisions that could determine whether they'll keep their current schedules, pay grades or jobs, and as a result, they can feel powerless and panicked.

But while these times are tumultuous, your leadership shouldn't be, says Peter Whatnell, CIO at Sunoco Inc. and president of the Society for Information Management.

"Right now, your leadership counts more than it has for the past 10 years. And you have to be a leader for your staff and a leader for your company," he explains. "You have to let them know that you're going to keep them up to date. You have to maintain a positive but honest communication with your staff, deal with issues as they come up, and if you have to make cuts, make them humanely and decisively."

Even those who tend to get flustered under pressure can learn to have a calm demeanor, says Susan J. Bethanis, CEO of Mariposa Leadership Inc., a San Francisco-based leadership coaching service.

"You have to be able to find what your hot buttons are and make sure that when you feel [panic] coming, you take a breath. And when you're assessing other people's fears and emotions, ask a lot of questions and give them opportunities to express their concerns," she says.

The key, says Bethanis, is to turn your own or others' concerns away from panic by developing action plans. "Go from a victim mentality to 'What's the goal? What should we do?' " she says. "It's not denial. It's being realistic, but it's also being positive. It's calming."

3. Motivating Workers

"Even in this downturn, strong performers and good IT professionals are still very much in demand, so retention of top talent continues to be one of the main worries of an IT leader," says Raji Arasu, vice president of product development at eBay Inc. in San Jose. That means executives need to connect with junior-level workers now more than ever.

Unfortunately, most companies don't have the cash to put staffers into cutting-edge assignments that might motivate them, Bethanis says.

Given that, IT leaders need to create low-cost ways to keep their best employees engaged, she says. Give them new responsibilities and assign them to different types of projects. "You need to be talking to them on a regular basis, asking 'How is it going? What help do you need? How can I blaze a trail for you?' " she adds.

4. Driving Innovation

Many companies are so focused on survival right now that they're ignoring innovation, but, ironically, those that innovate will likely emerge the strongest, says Preeta M. Banerjee, an assistant professor of strategy at Brandeis University's International Business School in Waltham, Mass.

Here's what you shouldn't do

Don't freeze. "Now more than ever, IT leaders need to be proactive and take initiative. Hesitate, and you end up reacting to your environment. Flinch, and you end up being roadkill," says Dan Roberts, president of Ouellette & Associates.

Don't be the only hero. Rely on your team, and delegate. For example, if you can't calmly communicate the changes taking place, give that job to your best communicator.

Don't listen only to the top tier. Middle managers and lower-level employees often have more front-line experience than top execs do, and that can give them insight into how to improve services.

"You need to recognize innovation as a source of value, and formalize your approaches," says Bob Zukis, a partner in the PricewaterhouseCoopers advisory practice in New York.

As an example, he points out that the companies that are better at weathering today's economic storm are using cloud computing and social networking technologies to develop creative, cost-effective ways to deliver services.

You don't have to budget money for innovation to get results, Bethanis says. "You need to develop an innovation team. You be the sponsor, get them together and ask how they can brainstorm, collect and vet ideas better. And make some rules -- like the ideas have to be revenue-enhancing," she says. "It doesn't cost much in time or money to do that."

Moreover, involving your best employees in this kind of initiative will not only enhance innovation but also motivate and engage your people.

5. Marketing IT's Value

CIOs have to demonstrate -- even trumpet -- the value they add, says Dan Roberts, president of Ouellette & Associates Consulting Inc. in Bedford, N.H., and a contributing author to Leading IT Transformation: The Roadmap to Success (Kendall Hunt Professional, 2008).

"Marketing is so critical today, and we need to understand that everyone from the CIO to our individual contributors is marketing the IT organization and creating perceptions of our value," he says.

Shouvik Dutta, CIO at Hart Schaffner Marx, a Chicago-based clothing manufacturer, says he believes his staffers and their successes have to be visible in order for IT to demonstrate its value. So he has his direct reports spend a half-day every two weeks working in the business units that they serve. This gives them insight into business needs while heightening IT's visibility, making others aware of its contributions.

For example, his workers recently recognized through this practice that the sales group needed better insight into the manufacturing side to do better forecasting. So IT delivered new applications that allowed sales to pull up the productivity data it needed.

From 3/2/09 Computerworld...
Layoffs can spark destructive behavior.  Take these steps to protect your company.

A senior corporate executive leaves the company, taking with him his framed family photographs, his prized gold pen-and-pencil set -- and the passwords of several hundred employees.

One of your firm's most experienced sales reps hears a rumor that she is sure to be laid off. And she is, but before she gets her pink slip at the beginning of the next quarter, she manages to download to her Gmail account a long list of A-plus customers and their ordering and payment histories.

If you're thinking "Never at my company" or "Not my employees," think again. Scenarios like those above are playing out every day, experts say, and even the most trusted and skilled professionals can be driven to data theft and other computer crimes in the face of crippling economic pressures and looming job layoffs.

Recent statistics bear this out. In a late 2008 survey conducted by IT security firm Cyber-Ark Software Inc., 56% of financial services workers in New York, London and Amsterdam admitted to being worried about layoffs. In preparing for the worst, more than half said they had already downloaded competitive corporate data that they planned to use to get their next jobs.

In the U.S., the percentage was slightly higher, with 58% of Wall Street workers saying they had done so. And 71% of all workers said they would definitely take data with them if they were confronted with the prospect of a layoff tomorrow.

"When people are desperate to pay for the roof over their head or put food on the table, they're capable of doing things they wouldn't normally do, which is why crime goes up when the economy suffers," says David Griffeth, vice president of business line integration and reporting at RBS Citizens Bank. "That doesn't go away because you have a bachelor's degree or a master's degree. It's a common fear based on need. You have a different level of comfort with the crime you commit."

Security Tips for Good Times and Bad

Regardless of the economic conditions, IDC recommends taking these steps to ensure that systems will be secure and data will be protected when employees exit:

  • Clearly and completely document each worker's access to the network, applications, servers and the physical building.
  • Shut down remote connections, including pcAnywhere systems and VPNs.
  • Invalidate usernames and passwords.
  • If the employee worked in IT, change root access and network access.
  • Shut down external access to the telephone system.
  • Make sure handhelds, smartphones and cell phones are turned in along with PCs and laptops.
  • Collect ID cards.
  • Use monitoring software to keep an eye on network traffic.

Supply and Demand

"It makes sense that [data] theft is on the rise when demand is low and supply is high. Right now, there's a huge supply of employees, and if one person can make himself more attractive to a potential new employer, it would be a great temptation," says Keith Jones, a digital forensics investigator and partner at Jones Dykstra & Associates, a computer security consultancy in Columbia, Md.

Meanwhile, the legion of laid-off workers continues to grow. In the past few months, Citigroup, SAP, Sun Microsystems, IBM, Sprint and Microsoft have all announced layoffs, adding to the tens of thousands of already unemployed people, many of whom are technically savvy and have access to key computer systems, highly sensitive corporate data or both.

What's surprising -- and potentially lethal to corporate security -- is how many departed workers retain such access via so-called orphaned accounts long after they've been discharged. Four out of 10 companies have no clue whether user accounts remain active after employees leave, according to a study of 850 security, IT and human resources executives by Symark International Inc., a security software company.

In addition, 30% of executives reported that they have no process in place to locate and disable orphaned accounts. Another sorry statistic: 38% of them have no way of determining whether a current or former employee is using or has used an orphaned account to access information.

The most common threat is that an employee may take intellectual property, including strategic plans or customer data, before or soon after he is let go, says Jonathan Penn, an analyst at Forrester Research Inc.

And things can get even more dicey when IT staffers are laid off. Often, these are employees with "the keys to the kingdom," says Jones.

He notes that Roger Duronio, a former IT worker at UBS Paine Webber who was convicted and sentenced to eight years in prison for planting a software logic bomb, was able to do such extensive damage to company data because "he had access everywhere." (A logic bomb is software code that triggers malicious functions under certain prescribed conditions; for example, one could be set to delete all customer accounts at a particular time on a specific date.)

Systems administrators and users with privileged account access -- such as those who know root passwords -- can definitely pose a greater threat, says Sally Hudson, an analyst at market research firm IDC. "Those with access to privileged passwords possess the power to change system data, user access and configuration. They also have the power to easily sabotage the critical IT operations of any organization," she says.

Despite these vulnerabilities, there are steps that companies can take to limit potential damage, especially when conducting layoffs.

Do your homework. Exit strategies and security measures should vary depending on the employee's role. Executives and managers who are charged with laying off personnel shouldn't assume that disabling computer access is simply a matter of pulling a plug.

"Before you lay off, look closely at the classes of people," advises Jones. "If they're from sales, HR or finance or [are] senior employees, it may take longer to [disable their access] because they have greater access to systems" than other employees do.

Involve IT in layoff plans as early in the process as possible. "It's important for IT to be synchronized tightly with HR," says Ken van Wyk, an information security specialist and consultant in Alexandria, Va. "But IT people need to understand how sensitive their roles are, and there has to be zero tolerance for spreading rumors. If an IT person tells people that they're going to be laid off, that IT person also needs to be included in the exit roster."

Make sure the proper security programs and policies are in place well before the layoff, advises IDC's Hudson. Among other things, you should make sure you're using systems to secure content, prevent data loss and manage threats. Such systems include firewalls, content- and spam-filtering tools and antivirus software.

You should also have a secure identity and access management infrastructure. Also known as an IAM, this type of setup "controls the who, what, where, when and why of user activities throughout the enterprise," Hudson explains. Having the ability to monitor and evaluate how access rights are being used is critical to meeting governmental mandates and identifying system misuse.

Compartmentalize system access according to employees' roles. This is a secure system design principle that companies should implement at the beginning of any software-development effort. "Access control means tightening up a lot more on the business logic layer," explains van Wyk.

But all too often, companies forgo this step "because it requires more time and thinking through of the design of software," he says. In the absence of an initial secure design, the next best measure is to implement software that records users' access to systems and the actions they take while using various business applications, van Wyk says.

"Almost all business applications have some level of user ID and password security, and then, once you're in, you're in," he says. But with a tracking system, when a user goes into a database, everything that he does there is recorded -- and potentially reported to law enforcement, van Wyk explains.

Part on good terms, but plan for bad times. Jones recommends that even if a layoff goes smoothly with no apparent disgruntlement on the part of the employee, a company should still collect evidence of its own due diligence in case there's some sort of investigation in the future.

That's because companies that experience any kind of security breach, including the theft of data by a laid-off employee, must be able to show that they took all possible precautions and measures to protect that data.

From 2/27/09 IT World Canada...
As a CIO, you need a solid IT team to help you realize your strategic goals, make you look good in front of your peers, and allow you to focus on the most strategic elements of your job. Without a good team in place, especially at the leadership level, you will have a tough time moving up in the organization.

From my vantage point as a recruiter who works with CIOs to build their bench, many of you are on top of your game. Your hiring practices are sound and your searches are fast, efficient and successful. Yet some of you get in your own way despite a strong desire to hire the best.

In your honor, I have compiled a list of the seven biggest sins you can make when recruiting senior-level IT talent. Follow these, and stagnate in your current role. Turn them on their head, and enjoy the fruits of a first-class team.

Recruiting Sin #1: Assume your hiring committee will conduct a great interview.

Candidate interviews are tricky. They are part skills evaluation, part relationship building, and part selling the company and the role. I have had candidates tell me, "Each person I met with had a different perception of this position. I don't think they really know what they want." Or, "The interview was fine, but there is nothing really compelling about the company or the role."

Recruiting fix: Sit down with your interview team prior to interviews to make sure you are all on the same page about the role. Remind them that their job is to sell the company and the position as well as to evaluate candidates. "A big part of my interview is convincing the candidate that this a good place to work with the right mix of challenge and stability and career growth potential," says John Ulen, CIO of K. Hovnian Homes. "I coach my team to do the same."

Recruiting Sin #2: Take too long to make a decision.

Joe and Larry and Sue and Kate still have to give you feedback on your two finalists, but they're involved in this major project and then Larry goes on vacation. And you expect your candidates to wait a few more weeks. Can your recruiter keep them warm? I have seen companies engage in a protracted decision-making process and lose their best candidate to a competing offer.

Recruiting fix: Give your interview team deadlines for delivering feedback, and stay on top of HR during the offer process. Even better, automate an interview feedback process so that your hiring committee can submit feedback wherever they are. The faster you can deliver an offer, the sooner you can hire a stellar candidate.

Recruiting Sin #3: Hire by consensus.

Your new head of delivery services will have to work well with the infrastructure team. Ditto for the development leaders, the finance execs and the sales organization. It makes sense that these teams meet your finalists. But many CIOs go too far and look for total consensus on a hiring decision.

Recruiting fix: "While it is smart to ask a number of different people to interview your applicants, you should do that as a final step, once you've decided on your finalists," says Jeff Chasney, CIO of CKE Restaurants. "Don't give decision-making authority to a committee," he says. "Democracy doesn't work in hiring."

Recruiting Sin #4: Keep spec changes from your recruiters.

When you make progress on finding a candidate or your needs change, your search partners need to know. Put yourself in their shoes: Imagine you came up with a technology-based solution for a line of business leader based on agreements you'd made. But when you present the application your team has built, the line of business leader says: "Oh, we actually solved the problem ourselves. Can you help us with something else?" When you fail to communicate spec changes to your search partner, you are engaging in the same bad behavior.

Recruiting fix: When you send your recruiter out to find a PMO leader and you discover an internal candidate for the role, for example, communicate the development with your recruiter as early as possible so that she can change course and stay on your original time line itCareerITB.htm

Recruiting Sin #5: Set a strict compensation limit.

As with gold and gasoline, the market sets the price when it comes to talent. If you want to hire a VP of Global Applications who has managed 172 people across 23 countries supporting 15,000 users, the market may well set the base compensation at $200K. If you have only $150K to spend, you will have to either change your budget or change your expectations.

Recruiting fix: If you cannot afford the candidate you want, see how creative you can get with sign-on bonuses, options, or benefits. Or consider a high-potential "step up" candidate.

Recruiting Sin #6: Rely on HR "Generalists."

Your HR organization is responsible for payroll, benefits, training and employee relations. In all fairness, how can you expect them to prioritize your chief architect search? What kind of training have they had to recognize technical talent? What kind of resources do they have to conduct the kind of strategic, proactive, targeted networking that your IT organization deserves?

Recruiting fix: Hire an experienced recruiter who reports directly into IT. Alternatively, appoint someone on your staff to partner with HR in recruiting and résumé review. Or consider joining forces with an external recruiter whom you treat as a long-term strategic partner.

Recruiting Sin #7: Ignore the candidate once she's signed her letter.

There is a dark scary period that occurs between the candidate's acceptance of your offer and her start date when any number of things can go awry. Her current employer seduces her with a juicy counter offer. She grows frustrated when her outreach to your HR department goes unanswered. Her family has cold feet about relocating. She cannot sell her home.

Recruiting fix: A good recruiter will hold a candidate's hand through resignation and counter offer. He will also encourage you to reach out to your candidate during the dark period as well. And if you're going it alone, be sure to check in with your new hire and remind her what a good move she is making.

From 2/27/09 indeed.com...
Quick peek at company job posting activity for various IT positions.

 http://www.indeed.com/jobtrends/information-technology-industry

 

From 2/18/09 TechCareers Report...
Congratulations. You have accepted a new position. All that work in your job search has paid off handsomely. Take a breather. But not for too long as it's time to switch gears.

Your next objective is to integrate yourself into the new organization. Here are seven steps to making it happen:

  1. Day One: Maintain Old Contacts
    Start off by saying sending out 'thank yous.' Contact all the people who helped you get the new position. Often people don't make this effort because they feel they'll be in the new job for a long time. But today, when the average American changes jobs every four years, the odds say you're going to change jobs again soon. You need to keep the network alive.
  2. Avoid "Big Projects" The First Three Months
    On your second day, you think: "Here comes a big project! I'll take this one on and really impress them." This is a mistake that many people make in the first three months of employment. It's critical that you acquire knowledge about the system and the people. You cannot comprehend the implications yet of certain decisions you make. Your company isn't going to expect you to know everything in the first couple of weeks. Take your time to learn how things work.

  3. Get To Know The Stakeholders
    These are those people who have a huge stake in your success. And they don't necessarily have a fancy title. Find out who they are. Ask for their support and offer yours to them. Start the bonding process.

  4. Identify Priorities And Challenges
    Most of the world's unhappiness stems from the unmet expectations. Develop a plan that demonstrates how you will address your most critical challenges and the time frames that you expect completion. Communicate this with your boss.

  5. Keep An 'Up' Attitude
    Do not share any concerns or misgivings about the job. Even if your boss appears to be going back on a promise, be careful. So when the boss (or anyone) asks you in the first three months, "how is it going?" the only good answer is "things are going wonderfully." You are still learning.

  6. Give Precise Meaning To Your Job
    When asking for information, listen carefully to the input offered by fellow employees regarding ways to add more value to your new employer. Ask the question 'how was this job done before?' This will give you insight into how you might achieve some early successes.

  7. Keep Managing Your Career
    It's understood that no one is going to watch out for your career but you. Setting vision and long-term goals is critical in the career management process. This certainly comes into play when projects come up. If a project fits into your long term career plans, then do it. If not, then gracefully decline (you are "too busy"). The more proactive you in taking on assignments that help you achieve your career goals, the quicker you will attain them.

Final thought: Have fun!

From 2/13/09 eWeek.com...
Federal agents arrest 11 people in seven states for allegedly submitting false statements and documents in support of their H-1B visa petitions. The Department of Justice has also issued a 10-count indictment against IT services company Vision Systems Group, of New Jersey, for conspiracy and mail fraud involving H-1B visas. The indictment seeks $7.4 million in forfeitures against Vision Systems while warning that other IT companies are under investigation.

Federal authorities have busted an alleged nationwide H-1B scam ring, arresting 11 people in seven states and bringing a 10-count indictment against a New Jersey IT services company. The indictment charges Vision Systems Group with one count of conspiracy and eight counts of mail fraud and seeks $7.4 million in forfeitures.

The individual arrests were carried out Feb. 11 by federal, state and local law enforcement agencies in Iowa, California, Massachusetts, Texas, Pennsylvania, Kentucky and New Jersey.

According to Matthew G. Whitaker, U.S. attorney for the Southern District of Iowa, the federal investigation involves companies that sponsor primarily H-1B nonimmigrants. Vision Systems and five other companies under investigation have said their H-1B workers have been brought to the United States to fill existing IT vacancies. Whitaker claims the companies have not always had jobs available for these workers, placing them in nonpay status after they arrive in the United States.

n some cases, according to the charges, the H-1B workers have been placed in jobs and locations not previously certified by the Department of Labor, replacing qualified American workers and violating prevailing wage laws. The companies and foreign workers have allegedly submitted false statements and documents in support of their visa petitions.  

Since the allegedly false statements and documents were mailed or wired to state and federal agencies in support of the H-1B applications, the companies are suspected of visa fraud, mail fraud, wire fraud, money laundering and conspiracy. In addition to Vision Systems, which maintains a branch office in Coon Rapids, Iowa, Whitaker said Worldwide Software Services and Sana Systems in Clinton, Iowa, are under investigation for document fraud. 

"This is a prime example of how the Department of Homeland Security identifies fraud," USCIS (U.S. Bureau of Citizenship and Immigration Services) Acting Deputy Director Michael Aytes said in a statement. "Our adjudication officers can spot inconsistencies during the application process that ultimately lead to the successful outcome we're seeing today. Visa fraud undermines the integrity of the immigration system."

A favorite of American technology companies, the H-1B program is a temporary work visa program allowing American companies and universities to employ foreign guest workers who have the equivalent of a U.S. bachelor's degree in a job category that is considered by the USCIS to be a "specialty occupation." The idea is to help companies hire foreign workers on a temporary basis when there is not a sufficient qualified American work force to meet those needs. H-1B visa winners can work in the United States for three years, with an option for an additional three years.

The Silicon Valley has repeatedly urged Congress to raise the H-1B cap, which is currently set at 65,000 visas per fiscal year, but lawmakers have resisted, citing concerns over fraud in the H-1B program.

In October 2008, a USCIS report found that the H-1B program has more than a 20 percent violation rate. The fraud identified in the report included jobs not located where employers claimed, H-1B visa holders not being paid the prevailing wage, forged documents, fraudulent degrees and "shell businesses."  

Even before the report was issued, Senators Charles Grassley of Iowa, Dick Durbin of Illinois and Bernie Sanders of Vermont were seeking reform of the H-1B visa program. A bill introduced in the 110th Congress by Grassley and Durbin would require employers to make a good-faith effort to hire American workers first. Employers would also have to show that the H-1B worker would not displace an American worker.

The bill, likely to be reintroduced in the new Congress, would require employers to advertise job openings on a Department of Labor Web site before submitting an H-1B application. In addition, the bill would give the Department of Labor a mandate to conduct random audits of any company that uses the H-1B program and would require annual audits of companies with more than 100 employees that have 15 percent or more of those workers on H-1B visas.

"This is about protecting the American worker," Grassley said in a statement accompanying the bill. "We're closing loopholes that employers have exploited by requiring them to be more transparent about their hiring, and we're ensuring more oversight of these visa programs to reduce fraud and abuse. A little sunshine will go a long way to help the American worker."

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