Internet and Information Technology
Position Descriptions HandiGuide®
Each Job Description a separate
WORD File
HandiGuide - The IT HR Resource - PDF
231 Job Descriptions and Organization Charts
The Internet and IT Position Descriptions HandiGuide® was completed in 2009 and is over 650 pages; which includes sample organization charts, a job progression matrix, and 231 Internet and IT job descriptions. The book also addresses Fair Labor Standards, the ADA, and is in a new easier to read format. To see the what has changed go to our version history.
Also included with the HandiGuide are tools to help you expand, evaluate and define your enterprise's unique additional required. Those tools include:
- Job Evaluation Questionnaire
- Position Description Questionnaire
- Job Progression Matrix (Job Family Classifications)
- Sexual Harassment and other key employment issues
- Best Practices for resume screening
- Best Practices for phone screeing
The 231 positions include all of the functions within the IT group. The Job Descriptions have been updated to be compliant with PCI-DSS, Sarbanes-Oxley, HIPAA, CobiT, and the ITIL standards. The job descriptions are all structured to focus on "Best Practices" as defined by the IT Productivity Center to meet the requirements of World Class Enterprises. They are ready to use and easily modified to meet your enterprise's unique requirements.
- Chief Information Officer(CIO)
- Chief Information Officer (CIO) - Small Enterprise
- Chief Security Officer (CSO)
- Chief Compliance Officer (CCO)
- Chief Technology Officer (CTO)
- Director Electronic Commerce
- Director Sarbanes-Oxley Compliance
- Manager Data Security/Special Project Supervisor
- Disaster Recovery Coordinator
- Internet/Intranet Administrator
- Manager Metrics
- Metrics Measurement Analyst
- Manager Wireless Systems
- Webmaster
- PCI-DSS Coordinator
- Programmer
- Object Programmer
- Unix System Administrator
- Windows System Administrator
The 231 positions include all of the functions within the IT group. Click on the each group below to see a pop up window with the list of jobs included.
- Executive Management 11 Job Descriptions
- Senior Management 81 Job Descriptions
- Middle Management 40 Job Descriptions
- Staff Positions 88 Job Descriptions
You can purchase this book as a PDF Book, Word Book or as individual word files for each Job Description (in both WORD 2003 .doc and WORD 2007 .docx formats) which makes for easier modification. We have also combined the both book formats with the individual word files for each job descriptions to give you the best of both worlds.
Internet and IT Jobs Latest News
Work at home option improves productivity
Work at home is a boon to employee productivity. Some of the factors driving this are:
- Reducing support costs - if an employee is not in the office then administrative costs and expenses are reduced.
- Increasing workforce productivity - if an employee does not have to commute to the office and can work at home or go directly to a customer location they are more productive.
- Attracting and retaining talent - working at home is a benefit that does not cost much but has a very high perceived value
- Increasing organizational agility - the organization is more flexible and adaptive to market needs
- Reducing the business risk of disruption from terrorism and natural disasters - with diverse locations work at home provides an infrastructure that can survive most disasters
- Reducing traffic congestion, air pollution and environmental impact more generally - it is environmentally friendly and more "green"
Is Job Demand Increasing
The second half of
2009 saw growth in online job vacancies. Health care and technology jobs led the
pack in job opportunities, but the opportunity numbers for 2009 are still down
significantly from 2008 and 2007.
Recent job vacancy data for the month of December pegs computer and math openings up 23,000 from November for a total of 467,000 nationally, according to a report from The Conference Board.
Overall, the annual average for job openings in 2009 is down compared with the previous two years with 3,357,000, which is 1.1 million below 4,481,000 for 2008 and 1.3 million below the 2007 average.
For all occupations, job vacancies were up 255,000 in December. The good news is the averages of job openings in the second half of 2009 were positive. Job demand was up on average by 58,000, compared with negative 91,000 in the first half of the year.
"Employers' modest increase in demand for labor in the second half of 2009 is a nice way to end what has been a very challenging year, said a senior economist at The Conference Board, in a report. "The gap between the number of unemployed and the number of advertised vacancies is still very high, but the recent six months indicate that things are slowly moving in the right direction. The gap between the number of unemployed and the number of advertised vacancies is about 12 million, with 4.5 unemployed for every online advertised vacancy."
- more infoLay-offs Loom for IT Organization according to Janco
Janco has just released it January 2010 IT Salary Survey.
One of the major findings were that a number of large IT organizations had
focued on cutting cost without laying off any staff. However as the
recession continues, in order to meet their enterprise's 2010 budgets these
organization will need to cut staff.
Layoffs should start to occur sometime late in the first quarter and early second quarter of this year.
Other findings include:
- Layers of middle management have been eliminated and the number of direct reports has increased for many IT Directors, Managers, and Supervisors.
- Enterprises that have cut costs in lieu of laying staff off are now planning to institute a round of layoffs in order to meet their numbers for 2010.
- Companies are continuing to reduce the benefits provided to IT
professionals.
- Personal and company bonuses have been reduced if not eliminated altogether.
- Raises have be eliminated by many. For example in a survey conducted by Redmondmag.com it was reported that 36.5% of Microsoft employees saw no raise in 2009.
- Hiring is limited to a few selected positions as enterprise continue to cut costs
- There now is a surplus of seasoned IT professionals available. For the second time in less than ten years, retirements are being put off because of the downturn in the stock market and the resultant reduction in savings available to support IT professionals as they retire. Added to this is an influx of retirees who are looking to get back into the job market due to of the massive reduction in their investment portfolio
- more info
Staffing levels will not increase according to Janco
Enterprise IT leaders planning for 2010 might find themselves coming up short on staff and the necessary high-tech skills needed to help their companies rebuild and drive business growth during the economic recovery, according to recent research.
Research from multiple sources is starting to reveal that high-tech executives might be worried about how they can tackle the coming year and the challenges it presents with lean staffs comprised of over-worked IT professionals. According to Robert Half Technology, 43 percent of some 1,400 CIOs polled feel their IT departments are either somewhat or very understaffed in relation to current workload.
"Many companies have cut technology staff levels too deeply, making it challenging for IT departments to keep pace with demands," said an executive director of Robert Half Technology. "Although businesses may be able to operate with stretched teams in the short term, being perpetually understaffed isn't sustainable and can detract from the overall productivity and morale of the organization."
Janco CEO Victor Janulaitis forcasts that IT staff could remain lean well into 2010 and that economic recovery will not also indicate a return of IT jobs to pre-recession numbers.
"IT departments during the downturn were very cautious about where they reduced, and more organizations plan to keep staffing levels flat for a period of time. As the recovery continues, they might not even add too much, so I don't think we will ever go back to the big IT departments of 2000 or 2001," Janulaitis said.
- more info36.5% of Microsoft employees saw no increases in 2009
Redmond's annual survey of Microsoft IT compensation shows that, despite a global recession, respondents reported higher average salaries-but lost some ground with raises and bonuses.
We're in the midst of a massive recession that's approaching the two-year mark. In 2008, when we reported that salaries in the Microsoft IT community went up, the recession had respondents wondering if IT salaries had finally hit a high mark. A year later, the recession has gone global, but amazingly it hasn't had the impact on base compensation that we expected. The overall base salary this year? $83,113. While 36.5 percent of survey participants said they saw no change in salary from last year, nearly half claimed their salary was higher in 2009.
- more infoCommon CIO and IT Manager Mistakes
There are some ways that many CIOs and IT managers have failed to succeed. Most common mistakes were:
- There is a magic bullet for success:
Many execs, and companies as well, are constantly looking for a big win. When
they find these "awesome opportunities" they throw resources at them in the
hope that this success will fix a lot of existing mistakes and problems.
However, while going after the magic bullet, they often starve many of the smaller initiatives or operations which have been plodding along successfully for a long time. As a result of lost resources, these little successes consequently founder. They may fail. When the big win doesn't materialize - and they usually don't - the organization is left with less-effective pieces that can no longer provide enough juice to continue. Adding to the loss: Ultimately this approach of always going for the brass ring can demoralize even the best performers.
- Failing to learn and grow: When it
comes to sports or new hobbies, nearly everyone understands the importance of
repeated practice to improve performance. But for some reason, leaders often
fail to practice on the job. They apply new techniques, style changes, or
business approaches without the necessary testing. For some reason, many CIO
and IT Managers think that all they have to do is read or hear these new
approaches and they can they go out and put them into action. Consequently,
they blow it. At that point they may decide this new way is no good and
abandon it too soon.
New approaches - physical or mental - require training and learning. Accept the idea that during your first few times of trying something new, you're likely to stub your toe. Learn from your flub: What could you have done differently for a successful outcome? Then try it again. It'll come. Soon it will become a part of your management style repertoire and your game will improve. - Avoid the hard personnel decisions:
Intellectually, everyone knows that having the right person in the right job
is critical. And yet.
Many CIOs and IT Managers will leave a weakling in a role for too long. They often attempt to justify their lack of action ("Chuck's been with us for years. Sarah's still learning," etc.), but regardless of their reasons, this mistake can cause a lot of problems. Good people will leave, or at the least, simply become less engaged. The wrong person in the role may miss opportunities that another may have seen, he / she may create more problems because they are in over their head. Being soft isn't generous, or thoughtful, or kind hearted. It's just dumb. I'm often told by the recently terminated that they kind of knew, in their heart of hearts, that they should have been more proactive. - Working hard is all that takes to
succeed: Like most winners, in any game, a CIO or IT
Manager are successful because they did more of the right things than they did
of the dumb things. But they did do wrong things. Almost everybody does at
certain times.
CIOs and IT Managers delusion regarding their success keep them from constantly upgrading themselves, fixing their mistakes, and building on the really good things they did do. - Being a constant fixer: Some people
are naturally predisposed toward helping people fix their problems. If you're
in trouble, you may welcome his or her stepping-in to help correct your issue.
But many times, you don't need that person to come and tell you what to do.
Then, their help is seen as interference. And it can make you pretty
cranky.
If someone is thinking aloud with you, resist the urge to jump in. Don't interrupt them to provide "the answer." Let them process it on their own - it will make them better and more self-sufficient. And, as a bonus, you may actually learn something.
On the other hand, when another individual comes to you with a great idea, just tell them it is. That's all. Don't add anything. Because by adding, "that's good, why don't you add this to it," you devalue both their idea and their thinking. That's demoralizing and frustrating. So, keep this in mind - for the most part people don't like fixers. Just shut up, let them own it, and tell them they're doing good stuff.