Acquiring talent from the labour market is the predominant concern for most CIOs, according to Gartner’s 2019 CIO Agenda survey. Yet competing for dwindling technical talent is a costly bidding war that’s hard to win.
Think of talent management and we immediately think of managing bright, high potential employees. But although ‘star talent’ individuals are important in any business, just managing stars is not enough. A high performing team means managers must understand the performance and contribution from all the team and manage the talent pool.
When it comes to solving pressing business problems, the conventional wisdom is that two heads are better than one. With the advent of collective-intelligence tools, enterprises are realizing that thousands of heads are even better still.
Nathan Wenneker joined Elance, an online freelance marketplace, in August 2008 because he wanted to become a self-employed IT contractor. The web application developer had no interest in a traditional full-time IT job; he wanted control over when he worked, how much he worked and the kind of work he did.
This IDG Connect white paper explores the effect of how third platform technologies are affecting workers at all levels of IT.
The current expansion of the Third Platform presents a wealth of job opportunities for IT professionals with skills and ambition in mobile computing, social networking, the cloud and big data analytics. Based on interviews of 100 IT decision makers working for organizations in Australia, Canada and the US, this IDG Connect white paper from Randstad explores how third platform technologies are affecting workers at all levels of IT.