IT Salary Survey: Information record budgets are fast or growing
For all a new speak of IT
organizations on a highway to extinction, a budgets and headcounts for many IT leaders either
grew or stayed a same, according to the 2013 TechTarget
IT Salary and Careers Survey.
In a check of 348 comparison IT executives, 76% reported their budgets possibly grew (38%) or remained
Similarly, 76% of respondents reported dialect headcounts possibly grew (29%) or remained flat
(47%) in 2013. For those who reported staffing levels grew in 2013, a headcount augmenting by
about 13%; for those who saw a rebate in staffing, a normal diminution was tighten to 14%,
according to a consult results. Conversely, usually one-fourth reported they were possibly operating
under a hiring
freeze (16%) or timorous by rubbing (9%).
The income consult was launched in Sep and remained open by October, attracting 1,711
participants in total. Senior IT executives were tangible as CIOs, arch record officers,
executive clamp presidents, and directors of IT and information security.
Whether information record budgets in a destiny are siphoned off by business groups –
remember the prophecy about arch selling officers? — and all a IT jobs get
ported to a cloud or taken over by robots stays to be seen. But for now, reports of a IT
organization’s passing seem premature.
Indeed, information suggests 2014 will yield another year of fortitude and even expansion for IT
departments, with 32% of respondents indicating they’re entirely staffed and another 39% indicating
they’re looking to make new hires.
The relations fortitude and uptick of budgets and headcounts, however, doesn’t meant IT leaders
have left their penny-pinching ways behind. All a CIOs and IT leaders interviewed for this
article, including those whose budgets and staffs augmenting in 2013, stressed that they continue to
look for ways to cut costs though sacrificing use or innovation.
organizations on a highway to extinction, a budgets and headcounts for many IT leaders either
grew or stayed a same, according to the 2013 TechTarget
IT Salary and Careers Survey.
(47%) in 2013. For those who reported staffing levels grew in 2013, a headcount augmenting by
about 13%; for those who saw a rebate in staffing, a normal diminution was tighten to 14%,
according to a consult results. Conversely, usually one-fourth reported they were possibly operating
under a hiring
freeze (16%) or timorous by rubbing (9%).
participants in total. Senior IT executives were tangible as CIOs, arch record officers,
executive clamp presidents, and directors of IT and information security.
remember the prophecy about arch selling officers? — and all a IT jobs get
ported to a cloud or taken over by robots stays to be seen. But for now, reports of a IT
organization’s passing seem premature.
departments, with 32% of respondents indicating they’re entirely staffed and another 39% indicating
they’re looking to make new hires.
have left their penny-pinching ways behind. All a CIOs and IT leaders interviewed for this
article, including those whose budgets and staffs augmenting in 2013, stressed that they continue to
look for ways to cut costs though sacrificing use or innovation.
Ups and downs of headcounts
Count Michael Maya, CIO for a city of Wichita in Kansas, is one of a advantageous 29% of senior
IT execs whose staffs grew in 2013. In a follow-up interview, he told SearchCIO he was finally able
to fill 7 positions that had left unoccupied for adult to 5 years. “We only got behind to where we
were before [the recession],” he said. “Positions went open by attrition, and we flattering much
held those open so we wouldn’t have to worry about laying people off.”
Anthony Peters, executive of IT for a San Francisco-based financial services organisation Burr Pilger
Mayer Inc., had a opposite story to tell. His headcount decreased in 2013, though that was given of
strong marketplace demand, not layoffs. “We started to see a marketplace open adult with some-more opportunities
for IT technicians,” he said. “One former worker left given a position he was going to was
more comparison and [it] gave him some-more management to make decisions.”
Scott Kushner, arch creation officer for a Langhorne, Pa.-based Voice Systems Engineering
Inc., pronounced his headcount remained prosaic in 2013. That’s a statistic that competence technically be true
for Kushner in 2014 as well, though he also expects to boost a company’s use of consultants and
contracted positions. It’s a vital beginning corroborated by association dollars. “Because I’m adding in
more consultants, [my budget] will indeed go adult by 6% to 7% [in 2014],” he said.
IT execs whose staffs grew in 2013. In a follow-up interview, he told SearchCIO he was finally able
to fill 7 positions that had left unoccupied for adult to 5 years. “We only got behind to where we
were before [the recession],” he said. “Positions went open by attrition, and we flattering much
held those open so we wouldn’t have to worry about laying people off.”
Mayer Inc., had a opposite story to tell. His headcount decreased in 2013, though that was given of
strong marketplace demand, not layoffs. “We started to see a marketplace open adult with some-more opportunities
for IT technicians,” he said. “One former worker left given a position he was going to was
more comparison and [it] gave him some-more management to make decisions.”
Inc., pronounced his headcount remained prosaic in 2013. That’s a statistic that competence technically be true
for Kushner in 2014 as well, though he also expects to boost a company’s use of consultants and
contracted positions. It’s a vital beginning corroborated by association dollars. “Because I’m adding in
more consultants, [my budget] will indeed go adult by 6% to 7% [in 2014],” he said.
Flat budgets aren’t indispensably a bad thing
While Kushner will get some-more income in 2014 for
outsourcing, other areas of IT spending will follow a trend during his association given 2012 and
will expected sojourn prosaic subsequent year. “We’re perplexing to go by a routine of cleanup — [cutting]
where we consider we spent too most in a past years relations to a size,” he said. “So we’re trying
to classify and prioritize what we select to work on.”
outsourcing, other areas of IT spending will follow a trend during his association given 2012 and
will expected sojourn prosaic subsequent year. “We’re perplexing to go by a routine of cleanup — [cutting]
where we consider we spent too most in a past years relations to a size,” he said. “So we’re trying
to classify and prioritize what we select to work on.”
More on a IT Salary and Careers Survey
Job compensation and confidence are tied to innovation
and growth
High earners, low earners and CIO
earning potential
Average networking
salary next rest of IT
Maya and Peters echoed Kushner. Both of their budgets remained prosaic from 2012 to 2013, which
neither saw as a bad thing. Instead, budget
planning was described by them as a vital puzzle: How can they urge potency while
providing improved use to a business?
“When we have income to spend, you’re not endangered about priorities,” Peters said. “IT leaders
and CIOs have to be some-more artistic and prioritize more.”
Maya agreed. He skeleton to revoke costs by relocating divided from indicate solutions in preference of an enterprise
resource formulation environment. “I demeanour during it some-more as a reallocation from a CIO perspective,” he
said. “How do we yield a same or improved services with existent or new record and still
reduce costs so that we’re providing improved or some-more services with a same budget?”
An IT personality during a vast financial establishment who asked to sojourn unknown had another name for
reallocation; he called it “re-engineering targets.”
“As partial of a budget, we’re asked to demeanour for ways
to revoke costs … [and] mislay things that’s no longer needed,” he said. Freed adult supports are
reinvested into new plan initiatives for a department. “We had to build a new information core –
that’s a $300 million effort. And, over a march of about 3 years, we built that information center
without augmenting a operational costs.”
and growth
earning potential
salary next rest of IT
neither saw as a bad thing. Instead, budget
planning was described by them as a vital puzzle: How can they urge potency while
providing improved use to a business?
and CIOs have to be some-more artistic and prioritize more.”
resource formulation environment. “I demeanour during it some-more as a reallocation from a CIO perspective,” he
said. “How do we yield a same or improved services with existent or new record and still
reduce costs so that we’re providing improved or some-more services with a same budget?”
reallocation; he called it “re-engineering targets.”
to revoke costs … [and] mislay things that’s no longer needed,” he said. Freed adult supports are
reinvested into new plan initiatives for a department. “We had to build a new information core –
that’s a $300 million effort. And, over a march of about 3 years, we built that information center
without augmenting a operational costs.”
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