TAC The Advisory Council Expertise-as-a-Service Has Arrived
Home Services & Products Events & Workshops Results Our Experts About Us FAQ Contact TAC News

Question: As the economy turns around, what IT skills will be most in demand this year?

Our advice: The IT skills perpetually in high demand are typically the softer, interpersonal ones, rather than hard, technical skills. But the technical skills in demand right now look strong for the next several months.

In a study of 40,000 IT workers that's updated quarterly by Foote Partners (a TAC affiliate), the following skills have grown the most in value in the past 12 months and will continue to be in demand in 2004. They are, in order of value: Linux, WebSphere, voice over IP, Gigabit Ethernet, and XML.

As for certified skills, these have been on a hot streak lately in value growth and employer demand:

  • Security management and administration (Certified Information Systems Auditor and Certified Information Systems Security Professional);

  • GIAC Certified Windows Administrator;

  • GIAC Certified Unix Administrator;

  • Citrix systems administration (Citrix Certified Administrator and Certified Enterprise Administrator);
  • Linux (Red Hat Certified Engineer);

  • Networking (Cisco Certified Internetworking Expert); and

  • Project management (Project Management Professional).

    Then there are skills that have been earning higher pay compared with the skills mentioned earlier. They've all had long, successful runs, which should extend into 2004:

  • Microsoft SQL Server;

  • Oracle database and applications skills;

  • Project-level security skills; and

  • Rapid application development and extreme programming.

    This also is true for certified skills. Add to the list of high-paying certifications popular with employers the following:

  • Microsoft's Certified Trainer, Certified Solution Developer, and Certified Database Administrator certifications;

  • Oracle Certified Professional/DBA;

  • Cisco's Certified Enterprise Administrator and Certified Network Professional; and
  • Master Certified Novell Engineer.

    Among "soft" skills and qualities perpetually in high demand, six appear regularly in the IT hiring plans across a broad spectrum of employers:

  • A tolerance for ambiguity;

  • Adaptability and flexibility;

  • Facility for risk taking;

  • A team-wise outlook;

  • Vision; and

  • Accepting responsibility.

    Moreover, in 2004, employers will be keen to hire and develop the following skills instead of simply "renting" them via contractors and consultants: negotiation; marketing; collaboration; business process; risk analysis; project management; conflict resolution; customer satisfaction; facilitation; problem solving; evaluation; prototyping and modeling; relationship and team building; interpersonal skills; and coaching/mentoring.

    Finally, as frozen budgets begin to thaw, expect to see hiring for workers skilled in: storage; Web-enabled analytics; and security-related areas including identity management, intrusion detection and prevention, security event and information monitoring, vulnerability assessment and security monitoring, and hard-factor authentication.

    -- David Foote


  • What does a CIO have to do to establish a leadership-development program for the IT organization?


  • How do I develop a information-technology plan when the company itself doesn't have a strategic plan?


  • What are the most productive tasks an IT leader can focus on?


  • After three years of downsizing and cost cutting, how do I motivate my management team and build a high-performance organization?


  • As the economy turns around, what IT skills will be most in demand this year?


  • How should we manage change in our IT infrastructure to minimize risk?


  • Several weeks ago, you wrote about when a project-management office makes business sense. What is the appropriate design for a PMO?


  • The economy seems to be picking up. Looking ahead, how do I retain good IT people in the face of an improving IT market while my budget remains under pressure?


  • What IT skills will be most in demand this year?


  • How do I objectively evaluate the readiness of my organization to support emerging business requirements?


  • What cultural and people factors are important to consider when building IT capabilities to support manufacturing factory and retail operations in China?


  • How could the Project Management Institute help us effectively manage real-life IT projects to ensure success?


  • How do we make our communications proactive, rather than only getting to them when there's a crisis?


  • What are the critical success factors to achieve and maintain strategic alignment?


  • How can we develop an enterprise architecture across disparate business units?


  • How can I develop a long-term information-technology plan when my company doesn't have a strategic plan?


  • What attributes and features should we consider when selecting IT asset-management software?


  • As an overworked IT manager, what can I do to reduce my workload while maintaining high availability and good security?


  • We're under management pressure to outsource application development and to cut staff, but I'd rather get more value from our existing staff, who know our business. How can I broaden their skills?


  • As business picks up, what should I do to rebuild my organization, tactical plan, and internal-management processes?


  • We have a strong team that I'd like to make stronger. How do I instill more leadership qualities and skills into my team?


  • What organizational structure would be most effective for information-security governance?


  • How can we achieve effective process ownership within our IT organization?


  • What organizational, people, and process issues should we consider when setting up a telecommuting program?


  • We've cut staff so much in the last four years that I'm wondering if I can afford (from a work perspective) to take vacation this summer. What can I do to reduce the chance of something unraveling catastrophically while I'm away?


  • A few weeks ago, writing about creating a vision statement, you said "seek expert facilitation to reach a vision supported by all." Where can we get this expertise?


  • We know that we could save money by consolidating servers currently scattered across business units. How should we address the political issues around getting the business units to give up their servers?


  • What level of IT spending is appropriate for a midsize to large financial organization?


  • How should we assess our IT organizational structure and processes?


  • How can we retain good IT people in the face of an improving IT job market?


  • How should we determine the appropriate network-support staffing level for a 10,000-node network?


  • What strategies are most successful in a "political" organization?


  • How can one reduce behaviors that are wasteful of IT resources?


  • How can we raise the IT knowledge of non-IT employees?


  • I'd like to establish a management mentoring program within my organization. How should I start?


  • How should we deal with the cultural and skill-set changes needed when moving from mainframe-based applications to client/server and Web-based applications?


  • We're considering setting up our own IT-abuse investigations group. What issues should we consider in making this decision?


  • How should we assess and set priorities for our IT project portfolio?


  • What features should we consider when selecting portfolio-management dashboard software?


  • How do we minimize the negative impact of project cancellations on IT staff morale?


  • After three years in my current CIO position, I still find myself out of the loop when it comes to strategic business decisions. What can I do about this?


  • Many large companies have a project management office responsible for portfolio and program management. When does a PMO make business sense?


  • After the extended economic downturn, we need to create a new vision for the organization. How do we do that?


  • What technical and security issues should we consider when setting up a telecommuting program?


  • How do we change IT from reactive to proactive in a change-resistant corporate culture?


  • How can the CIO shift the IT organization's mindset from service delivery to value creation?


  • What criteria should be included in the due-diligence assessment of IT at an acquisition candidate?


  • How do I establish my credibility with the CEO, chief operating officer, and CFO?


  • How do I motivate my technical staff to cooperate with staff from our offshore outsourcing vendor?




  • ©2002-2010 The Advisory Council Inc. All rights reserved. Privacy Policy & Guidelines | Terms & Conditions