Published: 15 October 2001
Analyst(s): Guy Lavalette
In the past, project planning, allocation of resources and talent management was based primarily on an enterprise's immediate needs. Today, an employee's skill profile is effectively supported by a formalized career development structure of job families, career paths, competencies and skills. It is critical that this information be made to available to employees so that, in concert with managers, they can assess and compare their current competencies and skills, identify any gaps and create career development plans to address these gaps. Enterprises must align career development and resource management systems with IT and business objectives, thus providing the enterprise the ability to do more with less. To do so, they must change the methods and criteria by which they identify, measure, assess and reward IT professionals. In essence, the greatest danger enterprises may face in remaining competitive in the battle for highly prized IT professionals may lie within the practices of their own organizations.
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