Technology News You Can Use

July 2008 – Issue XXXVII

In This Newsletter

• Letter from the Editor
• Playing It Safe
• Networking Sites
• How to retain your top Performers
  
• Is your Business being crippled by Technology
• Contact Us
• Archived Tech Newsletters
• IT Resource Guide

Letter from the Editor, Paul O'Bannon, Stillwater O’Bannon Group

This month I’m going to reiterate a plea.  I admit I’m a bit of a fan of the TV show “Dirty Jobs with Mike Rowe”.  Near the end of each episode, he asks viewers for ideas for future shows.  Apparently, he gets responses because they keep making new shows.  Well, your Technology Council needs your help!  We need ideas!  We all like writing these articles, but we really want the information to be tailored to the needs of our North Chamber membership.  Sadly, we don’t have any mind readers on the Council so we can’t fall back on that.  You give us the idea, and we’ll find an expert to write about it.  Enough begging, on to greater things.

For those of you pondering the security of your network and needing to find expertise, Marci Parrish has written a fine piece on identifying the pieces of your staffing puzzle to help solve security issues.  Marci has also been kind enough to help us on the subject of retaining our talent.  She identifies areas where all businesses can find incentive to their existing talent to stay in place.  Matt Scherer introduces us to online networking sites.  Many of us are far too familiar with social networking sites, but there are some fine opportunities to accomplish business networking.  Mike Lambers helps us untangle the quandary of “technology for technology’s sake”.  If you need your technology to help you achieve your company goals, Mike gives some tips for success.

Enjoy the July issue, and remember to help us help you!

Enjoy!

Playing It Safe Marci Parrish, Technisource, A Division of Spherion

As threats to information technology and communications systems have spread, the need has grown for security specialists. By most accounts, the demand now exceeds the supply and the field is wide open for skilled professionals who enjoy working at the leading edge of the IT profession. Security positions often offer meaningful work, competitive salaries and a bright outlook. 

As security threats have spread from a few isolated techies to organized networks of thieves stealing identities and assets, the need for security pros has soared. The supply has not kept up with the demand, however, according to one recent survey. 

IT managers see gaps in skills 

Security tops the list of technology skills that are most important to organizations today, according to a worldwide survey commissioned by the Computing Technology Industry Association (CompTIA). Seventy-three percent of IT managers identified security, firewalls and data privacy as the most important IT skills. But just 57 percent said their IT employees are proficient in these areas, a skills gap of 16 percentage points.

Even as available security talent falls short of the need, the number, type and severity of threats are skyrocketing. What’s keeping cybercops up at night? Among the threats are attacks on Web browsers, including popular plug-in components like Flash and QuickTime; bots of all kinds, from botnets to identity-theft bots; cyber-espionage and terrorism; rogue employees, malware and mobile phone attacks, among others.

The problem is further compounded by the fast-disappearing line between work and personal technology, and the borderless networks that have emerged.

Security pros needed across the IT spectrum

Dedicated security pros are needed at every point in the IT cycle, from development through recovery in the event of a breach. One emerging area is network access control, which seeks to limit and carefully monitor who has access to data. Other security professionals develop controls and detection-notification systems, test the effectiveness of those measures, devise early-warning systems and mitigate damage.

In addition to be cutting-edge, the field can also be lucrative. The salary for a computer security specialist is $85,699, according to the 2008 IT Skills and Salary Report, a joint study by Global Knowledge and TechRepublic.  

Needed: Fast Thinkers and Lifelong Learners

Those who prefer more hands-on, tactical work may gravitate to operations, while those who prefer strategic, big-picture thinking may be better suited for developing overarching risk-management strategies. In either case, they must be able to react quickly to unprecedented threats and continually update their skills and knowledge.

The industry has clearly recognized the need to stay abreast of developments. In the CompTIA survey, employers were asked what their organizations should be doing to enhance employees’ IT skills. Forty-two percent cited external professional training; 41 percent said incentives, rewards and recognition for employees who take steps to boost their skills, and 36 percent said certification.

Certifications gain popularity, respect

In fact, of the 10 certifications that were identified in the Global Knowledge and TechRepublic survey as offering “value in today’s job market,” several are in security. They include Certified Information Systems Security Professional (CISSP); Systems Security Certified Practitioner (SSCP); GIAC Security Expert (GSE); and Cisco Certified Security Professional (CCSP).

The future for the White Hats in IT is virtually limitless. Every day, these professionals do battle with the ever-changing and growing number of criminals and miscreants. When it comes to keeping bad cyber-behavior in check, there can’t be too many cops on the IT beat.     

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Networking Sites, Matt Scherer, Scherer Communications

There are many of these networking sites on the internet, and this article addresses only one as an example of how it can work, based on my experience with it.

When someone first introduced me to the concept of "Linked In," I didn't see much value in this business networking site.  Yet, a friend of mine, Kevin Koym, the Austin author on a soon-to-be-published book "The Rise of the Enterprise Tribe" convinced me that this was a good way to build a network of friends and clients.

            Today, my Linked In network profile now numbers more than 300 contacts.  I have media colleagues, a virtual "tribe" of current and former public affairs professionals and connections throughout the world who I can call upon for a variety of issues. In the past four months, my "Linked In" page has replaced the need for an updated web site.  

When potential clients want to know about my services, I direct them to my Linked In site with the nine recommendations from friends and colleagues. If you visit your local Google search page, you'll find me with the terms "Matt Scherer and San Antonio " on the first page.

            From talking to some North San Antonio Chamber members, I've learned that some people question its value.  I have even heard stories of competitors stealing contact information from other Linked In members.   It seems that the competitor would observe rivals’ activities on Linked In and then call upon those new contacts.   I believe this to be an extreme example, and experiences will obviously vary.

            While I have some of my competitors "Linked In" with me, I haven't seen any of them steal a potential client.    What this social web site has done for me is this:

1)      It helps me with research on people in my industry and prospective clients.  As a public relations professional, I often have clients ask me to contact the editors of publications.  For some trade publications, it's easy to find the name of the key editors or reporters.  Yet, the search of key editors and names for the Wall Street Journal and other major publications used to require a lot of time at a book store or research library.  With the use of Linked In, I can easily find the names of those editors and reporters.  Through a follow on search on Google, I can often locate the email address for the reporter.   Or, if I am calling the switchboard for that publication, I can ask the receptionist for that person's phone number.

2)      It keeps me updated in my colleague's jobs and lives.  Linked In provides the option so that when I log onto the site, I can see the changes in their lives.  It also allows people to list what they're working on every day.

3)      It allows me to build a network of people with similar interests and backgrounds.  Three months ago, I set up a group called the Defense Trained Killers.  It was my hope to find former public affairs contacts especially as I was bidding on a military contract.    Today, the DINFOS Trained Killers "tribe" has nearly 200 members, and I can email any of them if I needed to ask them a question or get help with an issue for one of my clients.

Regardless of your marketing perspective, Linked In provides an excellent way to meet potential clients and colleagues.  Even if your business focus is limited to the  San Antonio , Linked In can help you stay in touch with people you meet at function.  And, for those who want to move to other parts of the world, Linked In provides an excellent opportunity to meet new clients as well as friends with similar interests and businesses.

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How to Retain Your Top Performers, Marci Parrish, Technisource, A Division of Spherion

Here’s the bottom line about your star performers. They add substantially to your bottom line. A study by McKinsey & Co., the management consultants, showed that top employees measurably improve profitability, often by wide margins.

That’s the good news. The bad news is that many of them have one foot out the door. The same skills that make them stars – superior intelligence or ability coupled with a strong drive to succeed – make them dissatisfied with the status quo.

So, if they are not completely engaged with their work – challenged, well-compensated and given room to advance – chances are they won’t be around for long.

So, what’s a manager to do? You must keep your people happy at home. Here are four strategies to retain the best and brightest. 

Ask, listen, act:

Your goal is to find out in detail what your star likes and dislikes about her job, how her needs are being met (or not) and how she feels about the company culture, her subordinates and superiors. Lazy or incompetent subordinates are a daily aggravation; disinterested or incompetent bosses are an even bigger problem. In particular, top performers have little patience for chaotic or disorganized management, which can hinder their ability to do exceptional work. 

Listening is just half the job, however. Once you find out, act. There’s only one thing worse than not asking. That’s asking, getting feedback and then failing to act. Talk about frustration!

Provide ample room to grow, advance and achieve:

It’s important to understand what motivates your top people. A lack of challenge will sour most people on their jobs pretty quickly, and is a real deal killer for top achievers. So keep their jobs fresh. Work with them to set goals, offer high-quality resources and provide opportunities for professional development.

One caveat: Don’t pile on work that offers scant rewards and opportunity for growth. The work has to be meaningful and offer measurable results.

Keep compensation competitive:

Although many people leave their jobs for reasons other than money, you want to make sure compensation never becomes an issue. You don’t want your star performer to find out from a recruiter or industry colleague that he or she is being underpaid. It’s your responsibility to ensure that pay is competitive – and then some. Your top performers understand the value – and the profits – they bring to your organization.

Keep in mind, also, that high pay reinforces the employee’s sense that he or she is appreciated and valued.   

Focus on work-life balance

Recognize that while your top performer is clearly driven to achieve in the workplace, he or she also has a life outside of the office. It’s natural to rely on the people you know will do a great job with any assignment. But the danger is that the person ends up feeling overwhelmed, stressed and resentful.

Be sure to understand your employees’ personal needs and strive to meet them, whether that means a flexible schedule or additional administrative support.

Your top performers haven't let you down. Be sure you treat them the same way.

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Is Your Business Being Crippled By Technology?, By Mike Lambers, Clearcom Telecommunications, Inc.

Is the technology you use every day in your business a help or a hindrance?  To put it another way, are you growing, slowing or just standing still because of technology?

Ideally, the technology deployed in your business will never slow business, but rather assist the business in achieving its goals.  Those goals are not limited to increasing sales, of course.  Cost control, customer service, quality assurance, and many other metrics are affected positively or negatively by the technology in use in your business.

“If it ain’t broke, don’t fix it” has been a standard by which many businesses have operated.  It is a perfect strategy for businesses that do not plan to grow.  Examples are small businesses that exist just to provide a living wage for the owner.  All the profits go home.  These businesses will find it more and more difficult to compete without a technological edge.

But this is a discussion that will only hit home for those business owners that are focused on growth, and take the time to set goals, establish budgets, implement action plans and review progress routinely.

So if you are, in fact, trying to grow your business, the “ain’t broke, don’t fix it” strategy needs to go out the window.  Your competitors will eat you alive, getting to the marketplace faster, smarter, cheaper.

A pro-growth position means that owners need to evaluate their strategic technology situation ongoing, and in depth on an annual basis, when preparing budgets and updating the business plan.

So how do small businesses plan for technology investments and implementations?

If you polled ten businesses, you would likely yield a broad spectrum of responses, from no technology planning, which usually means when it does break, fix it, to a written plan that is a subset of the annual business plan.

No business owner wants to throw money away.  That is the net effect of ignoring available technology that can assist in the achievement of business goals, or investing in the wrong technology that ends up taking the business off course.

A full time I.T. staffer can help zero in on technology needs, and available solutions. The breakpoint for employing a full time I.T. person is in the range of twenty to thirty computer users.  You might have a hundred employees, but if most of them are in the field doing construction work...you get the picture.  However, even with an I.T. professional on staff does not typically provide the C-Level input required for making key strategic decisions.  The business owner has to get involved in evaluating technology needs, at least from a business perspective. 

Example: Some customers have complained about long hold times when they call your business.  And when they are on hold, they hear nothing – dead silence.

This is a business problem, actually at least two problems, and one missed opportunity that can be solved with technology.  You want to get immersed in the problem, weigh the cost of ignoring the problem against the cost of solving it.  Most often, ignorance is not bliss.

 Once you understand the problems causing pain in your business, then you can engage a technology professional to help solve them. 

Given that there is always more month at the end of the money, you can’t solve every problem at once.  Here is a rudimentary audit tool that can be used to identify and prioritize technology investments.

Sample 10 Point Business Technology Audit

In this example, Customer Service is a priority.  The next step would be to identify specific problems and technology that can solve them.  Maybe a Customer Relationship Management (CRM) system is needed.  Or possibly a phone system with Auto Attendant, Message On Hold and Call Accounting.

The process is repeated for at least the top three priorities.  This is a first step in achieving business technology parity, and aligning business goals with technology capability.

In the next issue we’ll look at specific steps in the technology planning process.

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