• IT Job Market, IT Jobs and Job Trends

    What is the Zander Report? At Project One we’re all about IT jobs, IT careers and IT consulting opportunities. Every day we read business and industry sources to keep the pulse of the IT job market, as well as the general management, marketing and technology trends that affect hiring.

  • Follow Us: LinkedIn  Twitter  Facebook  search-for-jobs-out

Wednesday, July 18th, 2018

From 2/16/09 ComputerWorld... 
You're a strong advocate of negotiating for a higher starting salary. How is that possible when there's so much competition for every job?

Many job seekers erroneously believe that they can't negotiate wages, benefits or perks in a tight labor market for fear of losing a job offer. Because of this, many people enter new jobs feeling like they've been taken advantage of. As a result, they ultimately lose motivation to excel, which in turn means raises and/or promotions don't come as rapidly -- or not at all.

Job seekers need to understand a few realities about the hiring and negotiation process. First, if you don't ask for more, you will never get more. Even if you don't get everything you want, getting a little bit of something is better than getting a whole lot of nothing. If you end up with nothing, you've lost nothing. Second, compensation negotiation isn't a zero-sum game. Both parties can end up winners instead of one having to lose so the other can win. Third, the employer wouldn't be looking if it weren't in need. This puts some immediate negotiation power into the hands of the job seeker who fits the needs of the employer.

There's a belief that every employer is looking for the cheapest worker it can find. In some instances this is true, but in reality most employers realize that paying a fair and equitable wage is one of the best ways to keep good workers, maintain quality and increase productivity.

What if it's clear that there's just no wiggle room on salary?

If they can't give you any more money, negotiate for things that you'd spend money for, things that make you a more valuable employee, things that enhance your quality of life or things that can be turned into money later.

Examples of things you would spend money for are job-related tools, including computers and software; allowances for clothing, parking, gas and day care; or company products or promotional items the company might receive or distribute, such as event tickets. You can also ask if the company gets corporate product discounts on vehicles, credit card interest rates, food supplies, home furnishings, etc. If it does, negotiate for inclusion of these types of things.

Things that make you more valuable might include an educational allowance, or ongoing and on-the-job training (preferably in Hawaii).

Quality-of-life items include reduced travel, a day of telecommuting or a work schedule that fits around family needs.

And things that can be turned into money later include stock options, profit sharing, deferred compensation, cost-of-living increases and bonuses for exceptional work.

What sort of information should a person have at hand in order to negotiate more effectively?

  • A thorough knowledge of what makes you unique and a list of 30 to 60 of your most marketable skills.
  • A list of previous accomplishments and how those accomplishments benefited the prior company's bottom line.
  • Letters of recommendation from previous employers and co-workers highlighting your immediate value to the company.
  • A solid understanding of the needs and problems you can solve at the company to which you're applying.
  • A salary survey for people with your skills and experience in your general work locale.
  • Considerable practice giving verbal examples of how hiring you will benefit the company's bottom line.

From 2/16/09 ComputerWorld...
A twist of fate has IT vets and fresh talent scrambling for the same jobs.

When Bill Horne sauntered into an evening meet-and-greet being held by a local packaging company in search of fresh IT talent, the retired computer engineer knew his chances of leaving the event with a job offer were slim.

Now 56, Horne had spent 25 years working in the telecommunications industry before retiring from Verizon in 2002. Six years later, Horne says he knew that the IT field had changed dramatically, rendering him "out of step" with cutting-edge IT.

But after watching his retirement savings dwindle and the demand for small side projects disappear, Horne says he was "economically motivated" to re-enter the workforce. A casual meet-and-greet seemed like a perfect opportunity for the baby boomer to get his feet wet.

Horne was in for a shock, however. Expecting an informal recruiting event, he found himself in the thick of what "felt like a discotheque," surrounded by throngs of aggressive twentysomethings jostling for the attention of senior-level managers and barking into their cell phones.

"They were talking a lot, the noise was deafening, and the atmosphere was loud, confused and not very businesslike," Horne recalls.

His experience is far from unique. Throughout busy job fairs, crowded boardrooms and hectic IT departments across the U.S., a battle royal is brewing between aging baby boomers and fresh-faced millennials -- two distinct generations with differing work styles, conflicting cultures and disparate skill sets.

On the one side stand the boomers: IT veterans valued for their unwavering work ethic, vast experience and institutional memory. On the opposing side, the millenials: Web 2.0 natives with technology in their DNA who would rather text and Twitter than talk and who have little patience with the way things have always been done.

IT managers are facing a tough predicament: a head-on collision between two vastly talented yet differing generations, both vying for full-time employment in a fast-shrinking economy. And it's happening everywhere. "Baby boomers coming back into the market is very common," says Brooke Kline, chief technology officer at iBank, a Costa Mesa, Calif.-based money management firm. "At the same time, we have just as many millennials coming out of college looking to explore new opportunities."

Deciding whom to hire -- or lay off -- requires sorting through a minefield of competing technical expertise, business acumen, cultural preferences and career expectations.

New Rules

Baby boomers and millennials might have eased by each other in the workplace with no clash at all, as boomers gradually retired and millennials moved in and up the ranks. But a faltering economy changed all that.

Over the past 15 months, the stock market has wiped out $2 trillion in Americans' retirement savings, according to the Congressional Budget Office. And even before the financial crisis hit full force, a February 2008 survey by job site CareerBuilder.com revealed that nearly three out of five U.S. workers age 50 or older were planning to look for work elsewhere after retiring from their current jobs.

And that can put them into competition with candidates their children's ages, says Horne, because once an employee retires, he loses his seniority. "I have realistic expectations that I'm not going to be appointed vice president," he says.

As boomers struggle to resuscitate their careers and millennials flood the workforce, IT managers are having to rethink what it means to be an IT professional and to weigh the relative value of traditional and new-age skills.

That's not always easy. For example, millennials have a tendency to eat, sleep and breathe Web 2.0 technologies, and the value of that may not be immediately clear to a hiring manager.

"When my boomer colleagues see me texting, blogging and using wikis, they see it as social" as opposed to work-related, says Brett Gardner Bonner, a 26-year-old engineering specialist at FedEx Corp. "But they're just tools I use to achieve higher results by gaining consensus and connecting with others."

Yet it's precisely these tools -- and users' proficiency levels -- that are dividing the generations into warring factions. "A millennial is more likely to communicate electronically or be more involved in social networking," says Sherry Aaholm, FedEx's vice president of IT.

Take, for example, Bonner, who practically showers with his BlackBerry Storm and claims his familiarity with Web 2.0 tools is "almost innate." He says he regularly relies on wikis, Twitter and microblogging services like Yammer to communicate with colleagues and swap information. "Boomers prefer conference calls and e-mails, whereas I prefer texting and wikis," says Bonner.

But it's not just the Web. "There's a lot of new technology -- like agile software development and open source -- that young kids have picked up, whereas some of the older folks are still working on migrating," says Jeff Schuster, a recruiter at IT consulting company Halo Group LLC in Novi, Mich.

Boomers are better known for their expertise in more traditional technologies such as IT infrastructure and operating systems. That's good news for FedEx, which is always on the lookout for IT professionals with the skills needed to support its largely mainframe-based package-tracking system. But that type of expertise can limit boomers' prospects elsewhere, Schuster says.

And it's not just about skills; attitude also plays a major role in who gets hired. For example, millennials' eagerness to adopt new technologies -- and some boomers' tendency to resist doing so -- may make recruiters think twice before bringing on an older candidate in need of extensive training.

Making peace in a culture clash

Information technology managers are discovering ways to avert bloodshed without sacrificing the wisdom of IT veterans or the prowess of fresh talent.

FedEx treats the boomer-millennial conundrum as part of its overall commitment to corporate diversity. To help aging IT pros and twentysomethings work together, FedEx has introduced informal programs in which experienced employees mentor junior counterparts. Veterans gain first-hand exposure to millennials' social-network-driven work habits, while junior workers receive a crash course in valuable technologies such client/server systems.

At Serena Software, IT manager Tom Clement says harmony entails "acknowledging employees as individuals" and addressing their unique needs, limitations and skills. For example, Serena's IT staffers may work from home when the need arises. And Web 2.0-challenged employees must spend an hour a week on Facebook to familiarize themselves with social networking tools.

Clement credits CEO Jeremy Burton for "trying to change the culture of our company to be much more relevant to the younger generation."

IBank encourages its employees to host Web conferences and dabble in instant messaging and Skype as part of CTO Brooke Kline's strategy to accommodate the opposing "life structures" of boomers and millennials. "We're trying to convey to [boomers] that you don't need a sit-down meeting to have a discussion," Kline says. The company also holds an informal open forum every Tuesday at noon for IT workers young and old.

Although mentor programs, flextime arrangements and weekly get-togethers can foster greater collaboration between boomers and millennials, everyone recognizes that intergenerational disparities take time to resolve.

"The boomer folks are a little more fixed in their ways and not as open to learning a new set of technology skills," says Aaholm. "That's the difference with the millennial generation -- they're willing to expand their skill base."

This eagerness to learn is giving many millennials a leg up on the competition. But there's a managerial flip side to consider. Young IT workers who are bold enough to take on new technologies are also more likely to be impatient with the constraints of traditional workplaces.

"There's an expectation on the part of millennials that the people who are managing them won't just see them as cogs in the machine but will be flexible with them and take their preferences into account," says Tom Clement, 54, an IT manager at application development firm Serena Software Inc. in Redwood City, Calif.

That kind of rugged individualism delivers enormous value to pioneering companies such as Serena, which is adopting innovative development trends, such as "business mashups" or composite applications, to stay ahead of the curve.

"It takes guts to build mashups, and that's what is great about the millennials," says Clement. "They've got the guts to go in and create a new application, whereas [boomers] aren't as emboldened."

Businesses that expect all employees to march to the beat of the same drummer, however, may have a tough time reining in millennials' more spirited work ethic and thirst for experimentation. And millennials' tendency to mix work with pleasure is another factor that could influence the hiring decisions of IT managers.

"Millennials really want a work-life balance that's seamless; they want to be able to communicate with their friends while they're working," says Kline. The older generation, in contrast, wants "to be productive from 8 a.m. to 5 p.m. and focus only on work." Those tendencies recently convinced Kline to hire a boomer -- not a millennial -- for a help desk maintenance job with the steady hours of 7:30 a.m. to 4:30 p.m.

"When we looked at the strengths and weaknesses of the candidates, we felt that a baby boomer was more equipped to handle that type of position," says Kline.

Cherry-picking aside, companies must still make some cultural adjustments to successfully mix millennials and boomers in the workplace. Your company's willingness to make those adjustments will affect its ability to recruit and retain talent.

"From a baby boomer's standpoint, it's a big change to see a really bright guy come in at 10:30 a.m. wearing shorts and sneakers and start work," says Kline. "Breaking down that barrier is a big challenge."

Just ask Horne, who dedicated his entire career to a single employer. "Kids coming out of school have no work ethic," he says. "They think life is a video game and that you get paid because you show up."

John Martin, a 62-year-old iBank quality assurance specialist, is more tactful. "My approach to working is much different than that of today's millennials," he says. "A great number of them think there are unlimited jobs out there, and so they approach work a little more casually than people of my generation."

Defining 'Professional'

It's this perception among boomers that deeply offends Nathan Williams, a 30-year-old Serena software engineer who identifies with the millennial generation. "There's the misconception that we're just not professional. But the truth is, we have different ideas of what it means to be professional, and a casual attitude is part of that."

In fact, Williams says millennials' easygoing disposition encourages creativity and "a willingness to break boundaries" that contributes to tasks such as product development.

Millennials' casual approach to work can backfire in risky ways that managers also need to consider, however. According to a February 2008 study by security systems provider Symantec Corp., when asked whether they feel entitled to use whatever application, device or technology they like, regardless of source or corporate IT policies, 69% of millennials said yes while only 31% of other workers did.

Millennials and boomers may have to agree to disagree about what it means to be an IT professional today. But for IT managers, the trick is to weigh what each generation brings to the table and match the individual to the job. And that's a skill that they need to develop quickly.

"The pressure on front-line managers nowadays with the millennials coming into the workforce is greater than it's ever been," says Lisa Orrell, a generational relations expert and author of Millenials Incorporated (Wyatt-MacKenzie, 2008). And, she warns, "the competition is only going to get more fierce as time goes on."

From 2/13/09 WSJ...
High technology and diversified tech conglomerates that made efforts to shape the stimulus plan emerged as big winners in the draft bill expected to come up for a vote Friday.

General Electric Co., whose chief executive, Jeff Immelt, serves as a White House adviser, will likely benefit from a dozen provisions in the bill, from appliance rebates to water-treatment spending and wind-energy tax breaks. Google Inc. and Microsoft Corp. stand to benefit from billions of dollars slated for technology infrastructure, environmental and educational projects aimed at improving U.S. competitiveness.

"We always work to have a seat at the table where important projects are being considered," said GE spokesman Peter O'Toole.

The bill sets aside $4.4 billion to upgrade the nation's electrical grid, an issue championed by Google CEO Eric Schmidt, GE and other tech companies.

Congress also set aside $19 billion for health information technology that would digitize health records and set privacy and data standards. As the bill was drafted, tech companies worked to beat back concerns among some lawmakers that digitizing patient records could compromise privacy, arguing that the effort would cut medical costs.

"We believe information technology can help create a connected health system that delivers predictive, preventive and personalized care," Microsoft CEO Steve Ballmer wrote to Congress Wednesday.

Wind and solar power companies lobbied to win a tax break to encourage investment in renewable fuel. But the nuclear-energy industry lost a $50 billion loan-guarantee program that had been included in the legislation until late in the negotiations.

Tech companies gained strong allies in environmentalists, who pushed for provisions including $8 billion for high-speed rail, $8.4 billion for public transit, $6 billion for clean drinking water programs and $5 billion for weatherization programs.

"Congress really got it right," said Erin Allweiss, a spokeswoman for the Natural Resources Defense Council, an environmental-advocacy group that lobbied for the provisions.

The National Science Foundation will receive $3 billion for research funding, a move cheered by many in the high tech and science communities, which have bemoaned a lack of research funding in recent years.

Intel Corp., the chip giant, said it benefits in several ways from the package. The Silicon Valley company, for example, has been one of the biggest computer-industry players pushing into the health-care arena, promoting new ways to use technology to help homebound patients and automate hospitals and doctors' offices. Security precautions and other issues need to be worked out to reach standards for electronic medical records, said Peter Cleveland, Intel's vice president of global policy, but the $19 billion in funding should definitely lead to efficiency improvements. "It's a win-win all the way around," he said.

Overall, many tech companies are indirect beneficiaries of the stimulus package as the government begins spending on a variety of new programs. PC makers, for example, could see modest revenue increases as government grants to update computer facilities in community colleges and other schools begin filtering out.

Cisco Systems Inc., which makes gear for computer networks, hailed provisions in the bill that target "areas that we play in like broadband and health care and smart grids for electrical uses," Cisco Chief Executive John Chambers said recently in an interview.

The bill allocates $7 billion to expand broadband access in areas with little or no Internet access, a potential boon for equipment manufacturers along with cable and phone companies. Broadband tax credits designed to encourage companies to build out their networks faster died this week, however, after arguments about how to structure the credits prompted lawmakers to simply toss the provision.

From 2/12/09 CNET News ...
Contract work fuels rise in job postings.  Jobs posted on technology jobs site Dice.com rose 3.1 percent in February, its first sequential increase since late last summer, just before the economy started to really turn sour in September.

Tech job listings rose to 57,337 as of February 2, up from 55,609 in January, according to the company's monthly report released Wednesday. But if you're looking for full-time work with health benefits, you may not find the new data to be especially good news: Helping to drive that modest increase was a 7.3 percent gain in the number of contractor positions, which climbed to 23,955 listings as of February 2, from 22,333 a month earlier, according to the report.

"In uncertain times, companies are looking for flexibility in their payrolls to continue with critical projects," said Tom Silver, chief marketing officer for Dice Holdings, which operates Dice.com. Those critical projects often involve improvements to a company's infrastructure and can offer near-term benefits, he added.

Job postings at Dice.com

Click chart to get a larger image.

Last February, there were 94,423 positions posted on Dice.com, of which 39.1 percent were for contractors. But this year, as the number of February job postings fell 39.3 percent year over year, contractor positions accounted for 41.8 percent of the job postings.

"For the last year or so, contractor jobs have accounted for 38 to 40 percent of the positions, but I expect that increase," Silver said. He noted he wouldn't be surprised if the percentage for contractor job postings eventually reached to 50 percent later this year.

There was a similar trend after the Internet bubble burst in early 2000, when the number tech jobs overall shrank but the slice of contractor positions soared to roughly half of all job postings on Dice by mid-2003.

In the past, contractor jobs have also served as a leading indicator to the overall labor market, said Amar Mann, a regional economist at the Bureau of Labor Statistics.

"In previous slowdowns, the first workers who were cut were temporary workers or contractors," Mann said. "They are cut anywhere from three to 12 months ahead of a slowdown, and this could be seen as a leading indicator to job losses."

On the positive side, the figures can also indicate when permanent jobs may begin to pick up, Mann added. When the dot-com bust hit in 2001, for example, the number of contractor positions began to shrink. They began to pick up steam in the following year and posted year-over year growth in July 2003. Then four months later, the overall economy began to improve and job growth began in November. That followed a similar pattern in the 1991 recession, Mann said, pointing to a rise in the number of temporary and contract workers in January 1992, with job growth following three months later, Mann noted.

Help wanted: Techies with Android skills
Temporary-placement agency Manpower, meanwhile, finds some tech positions are still in demand, particularly for people skilled in mobile technologies. The problem is a surprisingly thin talent pool for those jobs. Adam Shandrow, area manager for Manpower, said there's a shortage in finding tech workers who are familiar with Google's Android smartphone platform and applications that can run on it.

"We still see a slight demand for high-tech engineering jobs, but the timing of placing candidates in those jobs is now very different," Shandow added. "Before, we could fill a job in three to four weeks, now it takes five to six weeks. And for a permanent position, it used to take a month to fill a high-tech job and now it takes almost two months."

Employers are also issuing a more extensive wish list in what they seek in a high-tech contractor, Shandrow added. In the past, a prospective employer would seek three or four primary skill sets when submitting an order to hire a contractor. Now employers want additional skills for the same level of pay, as well as stipulations relating to the length of the contract, number of hours to be worked and money to be paid, he said.

Although the overall unemployment rate reached 7.6 percent in January and for tech, the rate climbed to 4.8 percent, there are still opportunities for tech employment.

"Overall, tech is still an attractive place to be, even though the number of job listings are down roughly 40 percent," because there are still over 57,000 positions that need to be filled, Silver said.

From 5/5/08 ComputerWorld...
IT buyers talk about what makes a good salesperson.

Not surprisingly, the most-desired characteristics are honesty and the ability to listen to what buyers want. Buyers want the straight story on all fronts: about the capabilities and limitations of a product, about future products, and about a salesperson's own level of knowledge.

Indeed, IT buyers say they tend to be skeptical of salespeople who seem to know it all. "My perfect salesperson is someone that doesn't pretend to have all the answers," says Craig Urizzola, CIO at Saladino's. He says he'd prefer that a salesperson say he doesn't have the answer to a question rather than give an inaccurate or incomplete answer.

Urizzola thinks highly of vendors who turn overselling on its head and help customers realize they may not need as much firepower as they're asking for. An example: His company requested an ERP module that his software provider insisted he didn't need. "They eventually proved to me that I didn't need it," he says, noting that his respect for the vendor grew because of the incident.

With IT departments under constant pressure to show returns on IT investments, buyers say they want salespeople who understand their business. "I want someone to be a true partner," says Larry Pritchard, CIO at Schaeffler Group North America. "That means someone who understands my business's peaks and valleys and has a feel for the challenges."

Buyers want good communication but not overkill. Katie Goodbaudy, technical support specialist at Airgas Nor Pac, says she loves one of her salespeople because she's a great communicator. "She even lets me know when she's going on vacation in case I need anything, and she doesn't call me unnecessarily to see if I need to buy anything."

Joshua Koppel, assistant director of IT at the Chicago Department of Revenue, says his dream salesperson is "someone who understands our business processes and has a handle on the tech side of things, someone who is friendly, honest and willing to listen." But, he says, like everything else in life, you can't have everything: "Usually I get three out of five."

From 2/11/09 InfoWorld...
A series of announcements suggest 35,000 or more tech-vendor workers lost their jobs this winter;  the real figures are far, far less.

From the constant drip of tech industry layoff announcements, you'd think huge numbers of IT workers would be out on the street. And certainly Cisco, Dell, Hewlett-Packard, IBM, Intel, Oracle, SAP, Sun, and others have announced thousands of layoffs. But the numbers they report don't reflect actual people losing their jobs, so the real tally of tech workers who have found themselves jobless is significantly smaller than you'd think.

"I honestly do not think the tech sector is in as bad a shape as it might appear," says Frank Scavo, managing partner at Strativa, a technology management consulting firm. "IT executives have been quite conservative in their IT spending growth over the past several years. And when the economy took a downturn last year, they were pretty quick to make cuts."

[ Good IT news amid the gloom: Two firms project that 2009 will bring salary increases, InfoWorld reported last week that tech is still a safe career choice today, and despite the economy, certain IT skills remain in demand. ]

The grim initial picture
To be clear: The economy is bleak, and tech vendors are taking necessary action. "IT vendors are protecting themselves against what most now assume will be a weak market throughout much of 2009, with IT spending cutbacks spreading to other sectors like software applications and network infrastructure," explains IDC analyst Stephen Minton.

Indeed, last month saw a raft of layoff plans like no other in the portion of the tech industry that supplies business IT. Microsoft said it will reduce its workforce by 5,000, Intel will cut 6,000, Sun said an ongoing worker reduction could stretch toward 6,000, SAP revealed intentions to ratchet down its total headcount by 3,000, Oracle axed 500, and even IBM, which reported positive earnings, confirmed layoffs. Although Big Blue did not provide an exact number, a union Web site for IBM employees put that at about 4,200 and reported rumors that it could soar as high as 16,000. What's more, Dell warned in December that it would cut as many as 8,900 employees worldwide.

Late last week, Cisco Systems CEO John Chambers said the networking giant may eliminate 1,500 to 2,000 jobs, a move that Chambers said he hopes would enable Cisco to avoid larger layoffs like other tech stalwarts were forced to put into practice.

So from these announcements from just the major tech vendors, that's as many as 35,600 jobs lost, not counting the remainder of the 16,000 rumored layoffs at IBM or the 24,600 people Hewlett-Packard said last year that it would let go as part of its EDS acquisition.

Estimates elsewhere range from 125,000 to 200,000, but they include HP's layoffs from last year plus consumer-oriented tech vendors and telcos, such as AT&T, Sprint-Nextel, and Yahoo.

The real layoff numbers revealed
But InfoWorld's count of actual layoffs -- people who have lost real jobs -- from these business IT tech vendors is nowhere near 35,000. Instead, it's about 9,600. That's not good news for those who've lost their jobs, but it's not the kind of number that should cause a panic.

Why the disconnect? Because announced layoffs aren't actual layoffs. "It's smoke and mirrors," says Natalie Petouhoff, a senior analyst at Forrester Research, "to tell shareholders they're doing what they need to do." The announced numbers include vacant positions and planned positions, so eliminating them doesn't actually result in anyone fired. And the announced numbers include layoffs that may occur later on.

For example, in Microsoft's case, on the day it announced layoffs, Microsoft actually shed about 1,400 employees. The rest of the 5,000, it said, would come during the next 18 months. "Microsoft might be able to reduce headcount by that number in the next year and a half simply by not hiring in certain divisions," says Neil MacDonald, an analyst with Gartner.

Sun followed a similar tack when it said last November that it was reducing jobs. Then, in January the company started that process by cutting 1,300 people -- a far cry from the 6,000 job losses the company offered originally. 

IBM, for its part, was stingy with headcount details, but the union site http://www.computerworld.com/action/article.do?command=viewArticleBasic&taxonomyName=careers&articleId=9126878&taxonomyId=10&intsrc=kc_top. Intel said it would lay off employees as it closes four plants around the globe and said that some of the 6,000 people will be offered new jobs in other facilities rather than cut loose entirely. Thus far, Intel has not publicly revealed how many jobs have been eliminated; instead it said the cuts will come throughout the rest of this year.

Dell, meanwhile, advanced its restructuring in early January by saying it would move some manufacturing out of Limerick, Ireland, and lay off 1,900 workers there beginning this month.

Rumors have been swirling that Oracle will slash up to 8,000 people, though the Wall Street Journal reported that the apps vendor has cut 500 in North America thus far (Oracle has yet to disclose any specific numbers). And reports indicate that SAP has let go 300 to date.

All of these actual layoffs adds up to about 9,600.

Future remains murky, but hopeful
Of course, the current 9,600 statistic is sure to rise. But the reality is still far better than the 35,000 or more figures that the series of layoff announcements would indicate.

And no doubt, everyone hopes that the actual cuts now, coupled with a hoped-for turnaround in the economy later this year, will mean those potential future cost won't be needed, or at least not to the same degree. "Nobody is happy to be making these cuts in IT. The hope is that current layoffs and spending reductions will enable organizations to ride out 2009," says IDC's Minton. "Those tech providers that have costs under control now should be in good shape to profit from the recovery next year," agrees Strativa's Scavo.

Page 49 of 49

Site Search

Project One, Inc

450 Seventh Avenue, Suite 2509
New York, NY 10123

7350 East Progress Place, Suite 100
Greenwood Village, CO 80111

Northeast (NY): 212-268-5800
Nationwide: 877-677-6566

LinkedIn  Twitter  Facebook

You are here: Home | About Us | The Zander Report