Perks pale in comparison to challenging job responsibilities for Gen Y employees. Learning coaching basics can make the difference between mere compliance and active contribution and problem solving

When Jeff Steinhorn joined global energy firm Hess Corp. as CIO of its marketing and refining division in 2006, he discovered within the first two months of his tenure that the IT organization had historically taken a short-term approach to project planning.

Dave Opton, the CEO and founder of executive job search and recruiting network ExecuNet, talks about demand for IT executives and online social networking sites

If you're interested in learning how a hiring process can create a stronger IT department, and if you need effective techniques for assessing a candidate's cultural fit, you must read this interview with Harvard Business School CIO Stephen Laster

Retirement, outsourcing and a tight talent supply are thinning IT's leadership ranks. CIOs talk about the problem and share tactics for growing tomorrow's leaders

More CIOs are being asked to take on responsibilities outside of IT. And it's not just the business that benefits. Expanding your job description can be good for your career, too — provided you master the politics and rethink how you run IT

With the economy weakening, job seekers are more likely to find employers revoke jobs they offered. In this Q&A, employment attorney Mimi Moore explains how prospective employees can protect themselves from this spectre and advises employers on the dangers of this practice

Successful IT management requires leaders to understand the strengths, weaknesses and connections of the people on their team. A software developer tells how his former boss used social network analysis tools to identify rising stars and strengthen his bench

To make sure your climb up the career ladder goes fast and easy, you'll need to earn the trust of your colleagues and demonstrate your promotability

Like every generation, Gen Y is subject to its share of myths and stereotypes as it enters the IT workforce. Sometimes painted as privileged, technology-obsessed individuals who avoid face-to-face interaction, Millennial workers actually have many basic needs in common with their more experienced colleagues, including recognition, constructive feedback and a healthy relationship with one's boss. That said, there are some real differences in the communication styles of different generations.

You'd think the words "brain drain" would strike fear into the hearts of IT managers. As the calendar has turned to 2008 -- and the oldest baby boomers are now eligible to receive Social Security -- it has become clear that growth in the number of older workers will soon surpass the growth in the number of those just starting out. In eight year's time, according to the US Bureau of Labor Statistics, one in four workers will be 55 or older. And particularly in IT, there's not a big influx of new talent. According to the Computing Research Association, computer science enrollments dropped 14 per cent each year between 2004 and 2006.