Paul Groce leads the firm's Chief Information Officer (CIO) Functional Practice, which specializes in the areas of Chief Information Officer, Chief Technology Officer, Application Development, IT Operations and other information technology human capital needs. In addition to IT assignments, Paul has search/consulting experience in operations, information security, quality, business process outsourcing and inclusion/diversity focused teambuilding. He also served on sabbatical in the Office of White House Personnel in Baghdad in 2003 in support of international reconstruction efforts in Iraq.

TIPS FOR ATTRACTING IT TALENT

1. Organizations must recruit for the "CIO 2010." Many of today's older CIOs came out of the "wiring closet," so to speak. They are savvy technologists. Tomorrow's CIOs—CIOs 2010—will be different. They will be tech-savvy business leaders. Current early-career IT professionals have much stronger business backgrounds than yesterday's CIOs. Organizations must understand this shift, and put in place career opportunities and professional development plans that meet the needs of the CIO 2010. Then these organizations must clearly communicate in recruitment materials and other collateral that the organization is on the leading edge of the CIO 2010 career path development.

2. Turn your IT team into evangelists. Any CIO knows that the IT team is connected to the larger tech community. Word of mouth about the organization, management and the state of IT projects is highly influential, perhaps even more so than anything HR can say. If the IT organization is functioning well and engaged in interesting projects, the most visible and satisfied among the team should be encouraged to spread the word. Incentives, such as bonuses, should be developed to support the IT evangelists. Hesitation about encouraging IT team members to talk about the opportunities and organizations signals bigger internal issues, which must be addressed.

TIPS FOR RETAINING IT TALENT

1. To keep the best and brightest, the CIO should develop and mentor his or her own replacement. Unfortunately, CIOs often find this extremely challenging. Some are afraid that by developing the next generation of leadership, they may be pushed out of the leadership limelight and actually watch these individuals leapfrog ahead of them and win the next stellar career opportunity. However, CIOs who let fear rule and do not mentor and develop the "next-in-line" talent risk losing team leaders to organizations that will fill these individuals' career development needs.

2. Create cross-functional career development plans. You might be familiar with the saying "once a dishwasher, always a dishwasher." Today, we might change that to "once a tech geek, always a tech geek." And that's the mold that many early- and mid-career technology professionals are trying to break. The old IT stereotypes—that IT professionals are unable to communicate effectively with the business side or that they innovate for innovation's sake—are dying too slow a death. One way to hasten these clichés' demise is to create cross-functional career development plans. IT professionals—even those who crave to stay on the hardcore tech side—can benefit from cross-functional training and assignments. They will have a chance to see how the other half lives, create new relationships and enhance their business acumen.

3. Review your IT team member resumes annually. This is a counterintuitive approach to retention, but one that fosters trust. An effective performance review technique is to have your employees brush up their resumes every year. The employee with nothing new to add is one you need to be concerned about. The simple act of discussing resumes and sharing in an open conversation creates a level of trust that too often does not exist between managers and employees. Put the employee's career first...discuss successes and failures and areas of need. At the end of the day, if the employee is not happy or not right, help that person find something else. This technique is a proven win-win approach.

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