For IT Management Professionals

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	February 28, 2005 Best Practices In IT Human Capital Management by Craig Symons with Paul D. Hamerman, G. Oliver Young

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Executive Summary

Today, more than 85% of a typical S&P 500 company's market value is the result of intangible assets. For many companies, the bulk of these intangible assets is its people, its human capital. It is no longer what you own that counts but what you know. This is particularly critical in IT organizations, because it is the technical expertise and experience of the IT staff that means the difference between success and failure. With the economy improving and IT budgets rising, competition for IT talent, especially in key skill areas, is bound to intensify. At the same time, the improving hiring picture in IT will most likely mean higher turnover, as many unhappy IT staffers who have seen workloads increase while compensation and benefits stagnate will put even more pressure on IT management. However, by employing human capital management best practices, IT management can differentiate their organizations and gain competitive advantage in the recruiting and hiring of top IT talent, retain a greater percentage of their existing talent, and improve the execution of their strategic goals.

TABLE OF CONTENTS

• The Case For Human Capital Management
• Competency Models Form The Core
• Private Talent Pools Provide A Talent Pipeline For Key Positions
• Strategic Job Families Recognize Critical Roles
• Proactive Development Improves Employee Retention And Job Performance
• A Performance-Driven Culture Ties Strategy To Execution
• Putting It All Together

RECOMMENDATIONS

• IT Needs To Build A Human Capital Management Capability
• Related Research Documents

This is an excerpt