IT Salaries: Meager Raises, Solid Prospectsi.cmpnet.com/informationweekreports/doc/2009/...IT...

I T S a l a r i e s : M e a g e r R a i s e s,S o l i d P ro s p e c t sOur annual U .S . IT S a lar y Sur vey

Raises are notably smaller in our 2009 U.S. salary survey

than a year ago, and the pay shifts track the industries

and regions hardest hit during this recession. Job

security’s shrinking, and concerns are rising again about

the IT career path. In all, though, IT careers are looking

safer than many others in this economic downturn.

By Marianne Kolbasuk McGee

A n a l y t i c s R e p o r t

I n f o r m a t i o n W e e k a n a l y t i c s . c o m

A p r i l 2 0 0 9$ 2 9 9 . 0 0

2 0 0 9 I T S a l a r y S u r v e y

CONT

ENTS

About The Author

Executive Summary

Research Synopsis

Skills And Broad Salary Trends

Industry Impact: More Important Than Ever

Geographic Differences

Unemployed—Or Perhaps Consulting

Career Outlook And Motivation

Conclusion: How Layoffs Ripple Around The IT World

Appendix

2 April 2009 © 2009 InformationWeek, Reproduction Prohibited

TA

BL

EO

F


I n fo r m a t i o n We e k a n a l y t i c s . c o m

5

6

8

10

13

16

18

20

23

26

10

11

12

14

15

17

18

19

20

21

22

23

26

26

26

27

27

28

28

29

29

30

30

31

32

33

34

35

Figure 1: Staff Compensation By Job Function

Figure 2: Company Retention Efforts

Figure 3: Impact Of Slower Economy

Figure 4: Base Salary By Industry

Figure 5: What Matters Most

Figure 6: Management Salary Increases By Metro Area

Figure 7: Manager Pay By Metro Area

Figure 8: Reasons For Consulting

Figure 9: Contractor/Consultant Compensation

Figure 10: Staff: Overall Satisfaction Trend

Figure 11: Staff: Job Security Trend

Figure 12: Staff: IT Career Path Trend

Figure 13: Salary Growth Rate

Figure 14: Compensation Growth Rate

Figure 15: Increase In Base Salary

Figure 16: Increase In Compensation

Figure 17: Gender Gap

Figure 18: Compensation By Gender

Figure 19: Pay By Gender And Experience

Figure 20: Hourly Rate For Contractors/Consultants

Figure 21: Base Salary For Contractors/Consultants

Figure 22: Increase In Base Salary For Contractors/Consultants

Figure 23: Increase In Compensation For Contractors/Consultants

Figure 24: Staff Base Salaries By Job Function

Figure 25: Management Base Salaries By Job Function

Figure 26: Management Compensation By Job Function

Figure 27: Staff Salaries By Title

Figure 28: Management Salaries By Title


CONT

ENTS


TA

BL

EO

F




CONT

ENTS


TA

BL

EO

F



36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

50

51

51

52

53

54

55

56

56

57

58

59

Figure 29: Staff Compensation By Title

Figure 30: Management Compensation By Title

Figure 31: Salary By Company Revenue

Figure 32: Salary By Age

Figure 33: Reasons For Bonuses

Figure 34: Non-IT Positions

Figure 35: Staff Base Salaries By Metro Area

Figure 36: Staff Pay Increases By Metro Area

Figure 37: Rewards For Next 12 Months

Figure 38: Training Valued

Figure 39: Paying For Training

Figure 40: What Matters Most To Staffers

Figure 41: What Matters Most To Managers

Figure 42: Management: Overall Satisfaction Trend

Figure 43: Management: Job Security Trend

Figure 44: Management: IT Career Path Trend

Figure 45: Economy Impact On IT Career Security

Figure 46: IT Outsourcing Practices

Figure 47: Impact Of Outsourcing On IT Professionals

Figure 48: Effect Of Outsourcing On Career Path

Figure 49: Reasons For Seeking A New Job

Figure 50: Education

Figure 51: Gender

Figure 52: Age

Figure 53: Company Revenue

Figure 54: Industry

Figure 55: Company Size


Marianne Kolbasuk McGee has been reporting and writing

about IT for more than 20 years. She joined InformationWeek in

1992 and covers a variety of issues, including IT management,

careers, skill and salary trends, H-1B visas, and health care IT.

McGee holds a B.A. in Communication Arts from Long Island

University’s C.W. Post campus.





It has long been true that there is not one monolithic job market forinformation technology, but the recession has brought more fragmentationthan usual to this year’s U.S. IT Salary Survey, by InformationWeekAnalytics. Skills have always separated the highest and lowest paid. Thisyear, IT pros’ raises and salaries see sharper shifts based on their industriesand regions.

Around Detroit, Los Angeles, and New York City, for example, the typicalIT staffer didn’t get any raise, while in Washington, D.C. the median wasstill a healthy 2.9%. In the investment banking industry, the typical ITmanager in our survey made $12,000 less this year, as bonuses shrunk.But pay in biotech IT kept growing.

These disparities are among the most dramatic findings of our U.S. ITSalary Survey, which is based on responses from 12,410 IT professionals.Across the country, IT staffers report a median increase in total compensa-tion—salary and cash bonuses—of just 0.7%, with IT managers sayingthey received 1.6% increase. Last year, raises were almost 3% and 4%,respectively. Median compensation reported by IT staffers is $80,000,while for IT managers it is $105,000.

The reality is that, yes, the economy has been rotten, but things could beworse for IT pros. They could be in another profession. “There’s noabsolute safe place, but IT is a good place to be—perhaps the best place tobe right now,” says David Van De Voort, a principal of human resourcesconsulting firm Mercer. That’s particularly the case for professionals with amix of business acumen and tech skills, and years of experience in a com-pany or industry. The top paying staff functions include data mining, inte-gration, security, ERP, and Web infrastructure, all of which have mediancompensation above $90,000. By title, IT architects tops the list, the onlystaff job with its median pay above $100,000.

IT pros do have higher job jitters today, though most feel at least some-




Exec

utive

Sum

mar

y


what secure. Thirteen percent characterize their present job as “unsecure,”compared with 8% last year. About a third feel “very secure,” comparedwith more than half last year. Household surveys by the U.S. Bureau ofLabor Statistics in the first quarter of 2009 showed IT unemployment roseto 5.2% in the first quarter, as the U.S. shed 49,000 jobs and pushed ITunemployment to the highest point since 2004.

People struggling to find work can relate to Mike Beller, who was CIO atclothing retailer Steve & Barry’s until the once fast-growing chain went outof business in January, eliminating 130 IT jobs. Beller prefers to stay inNew York for family reasons, and he was six interviews into trying to landa job, a new position that an apparel company was creating to combinethe CIO and COO roles. Then the company abruptly froze hiring, includ-ing this new executive role. “The company froze with indecision, notknowing what’s happening in the market and where the economy isgoing,” Beller says. In the meantime, Beller has started a consulting busi-ness with some other executives.

This economy is testing IT pros’ faith in IT as a career path. Last year, lessthan half of all IT pros said the career path is less promising than it wasfive years ago. Today, 60% of staff and 56% of managers take that dimview. However, about nine out of 10 say their career path is as secure ormore secure than most others. The career concerns emerging in the surveymight reflect concerns about the overall economy as they do concernsabout IT’s career promise in particular.




Exec

utive

Sum

mar

y


Survey Name: InformationWeek Analytics 2009 U.S. IT Salary Survey Survey Date: January and February 2009Region: United StatesNumber of Respondents: 12,410

Purpose:In order to track IT salary and compensation trends from the perspective ofthose on the front lines, InformationWeek Research conducts an annual U.S. ITSalary Survey. Now in its 12th year, it’s the largest employee-based IT salarysurvey in the country. Last year, 9,653 full-time IT professionals completed theWeb-based survey. This year, 12,410 took part. The goal of this trendable studyis to measure various aspects of compensation, benefits, and job satisfaction.

Methodology:InformationWeek Analytics designed the survey in partnership with theInformationWeek Business Technology Network. The survey was posted onthe Web in January and February 2009 and links to it were posted on theWeb sites of InformationWeek and other sites within the InformationWeekBusiness Technology Network. The survey was also promoted inInformationWeek’s daily and weekly newsletters. In addition, personalizede-mail invitations with an embedded link to the survey were sent to nearly300,000 IT professionals from InformationWeek Business TechnologyNetwork print, newsletter and event databases.

The information within this report is based on responses from 12,410 ITprofessionals. Unemployed and part-time IT workers were excluded fromthese results unless otherwise noted, as were respondents from outside theUnited States.

This report uses median rather than mean or average figures for salary andpercentage salary changes in order to eliminate distortions caused byextremes at either the high or low end of the responses.




Rese

arch

Syn

opsis


Although the data was cross-referenced by job function, job title, and levelof responsibility, the most accurate and appropriate for analysis is jobfunction. The functional areas capture the true nature of the work per-formed by respondents better than actual job titles.

The respondents come from a cross-section of industries. Financial ser-vices (16%), manufacturing non-IT (9%), government (9%), and consult-ing/business services (8%) are among the industries with the greatest rep-resentation.

Survey respondents also come from a cross-section of companies of differ-ent sizes. While 20% work at organizations with an annual revenue oroperating budget of $10 million or less, another 23% work at enterpriseswith annual revenue or operating budgets greater than $5 billion.




Rese

arch

Syn

opsis




Skills And Broad Salary TrendsThe economic downturn hasn’t affected the kind of skills companies put a premium on, and theranking of compensation by functions and job titles in our survey remains fairly stable in 2009.There continues to be a premium on skills around architecture, data mining, integration, infrastruc-ture, and security, with the lowest salaries posted for general IT, training, and support.


Staff Compensation By Job Function

IT_Salary_chart_16

*Low base, use with cautionNote: Median compensation in thousands of dollarsBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your total annual cash compensation, including salary and all cash bonuses?

$95

$92

$92

$91

$91

$90

$90

$89

$88

$88

$82

$79

$79

$78

$73

$71

$70

$70

$54

Data mining/data warehouse

Enterprise application integration

Security

Enterprise resource planning

Web infrastructure

Application development

Web security*

HRIS*

Database analysis and development

Enterprise content management

E-mail/messaging

Telecommunications/call center

Wireless infrastructure*

Data center management

Networking

General IT

Training

Web design/development

Help desk/IT support

$85

$95

$86

$92

$92

$88

$69

$69

$80

N/A

N/A

$71

$75

$75

$72

$65

$65

$72

$51

$93

$95

$84

$92

$93

$85

$75

$82

$83

N/A

N/A

$76

$90

$76

$69

$66

$70

$65

$52

2009 2008 2007

Figure 1




To Bob Davies, a senior security analyst at Key Bank, IT work, especially in the IT security area,feels relatively secure, despite the turmoil in the financial services sector. Still, a few months ago,he attended a one-week program from Training Camp to prepare for his CISSP certification toboost his security credentials. (17% of IT pros in our survey attended company-paid certificationtraining this year.) His employer paid for it, but he has spent months studying. He didn’t pass onhis first try, and he’s studying to take it again this year. “It’s an exercise in discipline,” he says.Davies is not certain certification would translate into higher pay, but he does thinks it makes himmore valuable. “It’s like being a CPA,” instead of just an accountant, he says.

Anecdotally, companies seem a bit more anxious to hold onto seasoned business technology talentin their organizations, perhaps realizing from the last round of layoffs only five or six years agothat such expertise isn’t easily replaced or outsourced. For the most part, though, money isn’t partof the retention formula. Just 17% say increasing pay is part of their retention effort this year,compared with 35% last year. Sixteen percent say they pay bonuses aimed at retention, downfrom 27% last year.

David Kline, CIO at Discovery Communications, which owns Discovery Channel and other media,says he’s been on a mission since 2007 to get his IT staff to the right size and skills. With 240 full-time staff and 60 contractors inside and outside the U.S., Kline’s insisting that people take compa-


Company Retention Efforts

IT_Salary_chart_63

Note: Multiple responses allowed Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your organization doing to retain IT employees?

35%

24%

22%

17%

16%

8%

29%

Expanding career development opportunities

Providing mentoring to groom junior staff

Succession planning

Increasing pay

Paying bonuses

Making counter-offers to keep people from taking new jobs

Other

40%

24%

23%

35%

27%

13%

21%

42%

24%

22%

36%

26%

14%

8%

2009 2008 2007

Figure 2




ny-paid training to build out skills needed to make their IT work customer and business processfocused. People who can’t or won’t make the transition will be let go. “We’re more aggressiveabout this,” he says. “We want to make sure we’ve got the right people in the right jobs.”

Jeff Weissler, head of IT governance and control at a large U.S. insurance company, says one goalright now in IT is “to not cut people.” The company has about 800 IT people, mostly in the U.S.with some developers in India. Its IT budget is down about 8% from 2008, as some projects havebeen put on hold, the company forgoes some software and hardware purchases, and it renegotiateswith IT vendors whenever possible. Most people who leave aren’t being replaced, except for spe-cialty areas. But employees still got raises—though 1% to 2%, instead of 3% to 5% listed last year.

The financial services industry has been one of the most aggressive offshore outsourcers, and theoutsourcing fears “weren’t overblown five years ago,” says Weissler, whose company doesn’t out-source much. But now companies have a better sense of where they’re willing to take the risk ofhanding over IT to others. “Outsourcing isn’t a fad, but it does go in cycles,” he says. Whilerespondents see outsourcing hurting the U.S. IT profession overall—61% say there are fewerjobs available—most don’t think it’s hurt them. Seven out of 10 say outsourcing has had noimpact on their careers, while 14% say they’ve got expanded responsibilities.


Impact Of Slower Economy

IT_Salary_chart_64

Note: Multiple responses allowedData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

In the past 12 months, as a result of the slower economy, I have…

33%More work due to layoffs/hiring freeze

26%Had pay frozen

22%Had training cuts

17%Had benefits cut

13%Less work because IT projects have been cancelled/delayed

6%Had pay cut

3%Been laid off

34%Not been impacted by the slower economy

Figure 3




A bigger impact than outsourcing is clearly the economy. One-third of IT pros in our survey say theirpay has been frozen or cut as a result of the economy, but an equal number say there’s been noimpact. Van De Voort believes some companies are being more careful about letting experienced ITtalent go right now, because they can’t afford—if the economy picks up or they try to cut coststhrough focused projects now—to give IT people a long time to get up to speed on company andindustry practices. “IT will continue to be a good career where people combine knowledge of technol-ogy with industry,” he says. That’s one reason to watch the industry trends closely in this year’s survey.

Industry Impact: More Important Than EverThe right skills of course drive how much IT pros make, but industry plays an increasingly impor-tant role for technologists. The importance of business and industry knowledge is critical, soswitching industries becomes more difficult for tech pros. It pays to keep an eye on industry paytrends. In 2009, median manager compensation dropped in nine out of 26 industries we track,from manufacturing and construction to financial services/securities.

Who said government work doesn’t pay? It does if it’s for the federal government. For staffers, themedian total compensation of $96,000 topped all but the IT vendor and securities industries, andtied biotech. For managers, though, it’s a different story, because there’s less bonus potential.Federal IT managers earned a solid at $115,000 total compensation—in the middle of the pack—but well short of top pay such as biotech/pharmaceutical’s $140,000 median. State government,however, pays below the industry median: $64,000 for staff, and $85,000 for managers.

Health care is often considered a growth sector, but the typical pay is around the overall industrynorm: $77,000 for staff, and $102,000 for managers. And it’s not immune from economic down-turns, as people put off elective procedures or can’t pay bills as they lose the health insurance alongwith their jobs. Health care IT, however, should get some lift from the approximately $20 billion infederal stimulus spending earmarked for electronic health initiatives over the next several years.

Bernie Lubitz isn’t feeling that gain. As director of telecommunication technology, he’s part of a 31-person IT organization at Martin Memorial Health System in Florida that has been moving to e-health records. This year will bring more work and no raise, as Martin Memorial just implementeda salary freeze throughout the organization as its admissions have dropped and non-paid serviceshave gone up due to the economy. Still, Lubitz and his colleagues are happy to have the addedproject work around digitized records, since it does provide an extra boost of job security.

Blaine Sundrud’s employer, software maker Digital Technology International, has put in place a hir-






Base Salary By Industry

IT_Salary_chart_78

*Low base, use with cautionData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your current annual base salary?

$96

$96

$99

$98

$91

$92

$89

$89

$89

$85

$85

$88

$83

$80

$80

$78

$75

$77

$77

$85

$76

$73

$72

$69

$66

$65

$64

$60

$56

Federal government

Biotech/biomedical/pharmaceutical

IT vendors

Financial services/securities and investments

Consulting and business services

Telecommunications/ISPs

Electronics

Energy

Financial services/insurance

Chemicals*

Consumer goods

Utilities

Financial services/banking

Hospitality/travel

Financial services/other

Media/entertainment

Food/beverage

Health care/HMOs

Logistics/transportation

Metals and natural resources*

Retail/e-commerce

Manufacturing/industrial (non-computer)

Real estate*

Construction/engineering

Distributor

Local government

State government

Non-profit

Education

$110

$125

$117

$120

$105

$108

$115

$120

$110

$118

$120

$99

$105

$91

$113

$100

$101

$98

$104

$115

$100

$96

$90

$84

$86

$90

$85

$80

$77

$115

$140

$125

$136

$115

$115

$116

$131

$121

$125

$126

$105

$112

$97

$120

$109

$113

$102

$110

$119

$107

$100

$100

$90

$93

$91

$85

$81

$79

Totalcompensation Base salary

Totalcompensation

$92

$91

$91

$90

$89

$87

$86

$85

$85

$84

$84

$83

$80

$80

$78

$77

$75

$75

$75

$75

$75

$71

$68

$66

$65

$65

$63

$59

$56

Base salary

Staff Management

Figure 4





What Matters Most

IT_Salary_chart_45

Note: Multiple responses allowedBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What matters most to you about your job?

60%

50%

49%

47%

37%

36%

34%

31%

30%

26%

24%

23%

23%

23%

19%

19%

19%

18%

16%

15%

14%

14%

13%

7%

4%

3%

1%

Base pay

Benefits

Job stability

Challenge of job/responsibility

Flexible work schedule

My opinion and knowledge are valued

Job atmosphere

Ability to work on creating “new” innovative IT solutions

Vacation time/paid time off

Ability to work with leading-edge technology

Having the tools and support to do my job well

Recognition for work well done

Commute distance

Financial stability of company

My work (job) is important to the company success

Skill development/educational/training opportunity

Telecommuting/working at home

Corporate culture and values

Working with highly talented peers

Bonus opportunities

Potential for promotion

Geographic location of job

Effectiveness of immediate supervision

Involvement in company strategy setting and determining goals

Prestige/reputation of the company

Understanding the company’s business strategy

Stock options

53%

40%

39%

56%

31%

42%

30%

37%

22%

20%

21%

22%

19%

25%

31%

13%

11%

26%

19%

18%

12%

14%

13%

26%

5%

8%

3%

Staff Management

Figure 5




ing freeze, but it hasn’t had layoffs and will probably have raises in the coming year similar towhat they were last year, about 2% to 5%. While the company sells software to the strugglingnewspaper and magazine industry, Digital Technology’s having some success with its new soft-ware-as-a-service products, which may cut some customers’ costs.

With its main campus in Utah, not far from Novell, Sundrud suspects overall tech salaries atthe company may be lower than pay other techies get in this “mini tech valley.” But “we’ve gota good corporate culture,” he says, which is trying to avoid layoffs, so “people don’t hoparound,” he says. That kind of corporate philosophy is a priority for about one-fifth of ITstaffers, and for even fewer managers. Base pay, on the other hand, is tops for both groups.This year’s data makes it clear that industry trends will play a big role in pay.

Geographic DifferencesIT pay trends are clearly tracking what’s happening to the leading industries that drive regionaleconomies. And it appears that IT staff is hit a bit harder than managers, based on comparingraises by regions.

In New York/New Jersey/Long Island, center of the U.S. investment industry and many mam-moth financial services companies, median base pay increases were 1.7% for managers, and 0%for staff. Detroit and Los Angeles show no raises for the typical manager or staffer. Two yearsago, those areas showed median management base pay raises of 4% and 5%, respectively.

The D.C./Baltimore area continues to be a bastion of strong IT pay—in good times and bad. Itsmedian 3% base pay increase for managers and staffers tops the regional list. However, it’s notas if D.C. particularly lags other regions in the good times. In 2007, D.C. also had the highestmedian staff raise, and the third largest for managers. One of the biggest drop-offs came in theSeattle area, where median pay increases for managers fell from 5% in last year’s survey to 1.7%this year. That could reflect layoffs at Microsoft and other tech companies in the area.

In terms of total base pay, the San Francisco area remains tops, with a median salary of$129,000 for managers and $95,000 for staff. Detroit was the lowest for staff at $74,000, and





Minneapolis for managers at $97,000, which is the only region where the median manager’sbase is under six figures.

That doesn’t mean people like Barbara Burkey are running from areas like Minneapolis. Burkeyis a former IT director and CIO of one of American Express’ smaller financial services divisions,until the end of last December when the company “folded the division” and let go many ITdirectors. American Express made a similar move to eliminate IT director positions in the slow-down after Sept. 11, 2001, but most of the IT directors were rehired within two years; she’s notso sure those jobs will be brought back this time.


Management Salary Increases By Metro Area

IT_Salary_chart_38

Base: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

How much higher is your base pay this year?

3.0%

2.5%

2.3%

2.1%

2.0%

2.0%

1.7%

1.7%

1.7%

1.7%

1.1%

0%

0%

Washington, D.C./Baltimore

Minneapolis/St. Paul

Chicago/Gary/Kenosha

San Francisco/Oakland/San Jose

Dallas/Fort Worth

Philadelphia/Wilmington/Atlantic City

Seattle/Tacoma/Bremerton

New York/Northern New Jersey/Long Island

Atlanta

Denver/Boulder/Greeley

Boston/Worcester/Lawrence

Detroit/Ann Arbor/Flint

Los Angeles/Riverside/Orange County

3.9%

3.4%

3.8%

3.8%

3.7%

3.5%

5.0%

3.7%

3.7%

2.6%

4.0%

2.3%

3.6%

4.6%

4.2%

4.0%

3.9%

4.4%

3.9%

3.7%

4.1%

4.2%

4.3%

5.0%

3.9%

4.9%

2009 2008 2007

Figure 6




Burkey plans to stay in Minnesota, as she’s helping care for elderly parents, so she’s “tossed in aring” to do senior-level project consulting, something she’ll likely pursue until, ideally, landinganother IT leadership job.

Unemployed—Or Perhaps Consulting U.S. IT unemployment data, based on Bureau of Labor Statistics household surveys, showed asurge of IT job losses in late 2008, and a smaller loss in early 2009, which drove IT unemploy-ment above 5%, its worse since 2004.


Manager Pay By Metro Area

IT_Salary_chart_37

Note: Median salaries in thousands of dollarsBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your annual base salary?

$129

$120

$120

$120

$115

$114

$110

$105

$105

$105

$105

$104

$97








Atlanta

Dallas/Fort Worth





$130

$109

$112

$117

$105

$108

$101

$101

$100

$100

$100

$106

$93

$125

$112

$115

$113

$105

$108

$91

$104

$104

$103

$95

$103

$92

2009 2008 2007

Figure 7




Dave Clark, a 30-year IT veteran in the Seattle suburbs, has been unemployed sinceSeptember, the longest stretch he’s ever been out of work. Having sent out about 400resumes, he’s landed a half dozen responses and two job interviews. “I’m a soup-to-nuts ITguy,” says Clark, whose last job was as IT administrator at a small company that distributesheating and air conditioning equipment. He is getting by with short-term, project-orientedwork, with the longest gig so far lasting a week. Clark’s last job included working a lot ofweekends, but in all he only worked two days a week, and pulled in $60,000 a year—nearthe median pay for general IT work of $69,000. “It was lucrative,” he says. Clark’s hopefulhe’ll another good-paying IT job soon.

Many IT pros like Burkey in Minneapolis and Clark in Seattle turn to consulting or contractingwhile out of work at some point in their careers—one fourth of staff and 12% of managersdoing consulting say they’re in it because they couldn’t find work. A recent report by Mercer,using data from Gartner, found that the use of IT contractors was on the rise in 2008—to


Reasons For Consulting

IT_Salary_chart_13

Note: Two responses allowedBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What are the primary reasons you are working as a contractor or consultant?

61%60%

Higher pay

27%48%

Variety of the work

22%28%

Flexible hours

20%20%

To broaden my experiences/skills

25%12%

Couldn’t find a full-time IT job

10%7%

Other

Staff Management

Figure 8




10.6% of IT staff, up from 4% in 2007—and Van De Voort expects it to rise this year, too, ascompanies try to get specific IT projects done amid hiring freezes.

Yet while unemployment might toss some people into consulting, most of those responding toour survey are in it for the money and have been for a while. They report median total compen-sation higher for staff and management roles as consultants, and by far cite the pay as the mostcommon motivator. Our respondents have been at the consulting gig for quite some time to hitthose six-figure marks, with a median tenure of five years for staff and six years for managers.

Career Outlook And Motivation The recession hasn’t dramatically damaged how IT pros view their own career prospects, orbrought a notable shift in what they’re looking for in their jobs. Staff and managers both cite“job stability” more often this year among the factors that matter most in their jobs, but it’sstill less than half who cite it as a key factor. Likewise, financial stability of their employerrose this year, but less than a fourth cite it—a surprisingly low share. Challenge and responsi-bility remain important to staff and managers, according to about half of survey respondents.Two categories, working on innovative IT and working with leading edge technology, haverisen in importance since the last recession, and both held steady this year (see Figure 5, onpage 15).

Bryce Morrow, chief technology officer at The Beck Group, an architecture and constructionfirm that posted revenue of about $900 million in 2008, says that his 12-member IT is just asbusy as during more economic robust times, but it’s working on different kinds of projects.That’s because Morrow’s team is addressing the many smaller projects—including moving somelegacy system applications to Web applications—that get put on the back burner when his


Contractor/Consultant Compensation

IT_Salary_chart_11

Note: Median compensation in thousands of dollarsBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$101Staff

$130Management

Figure 9




team are tied up with larger, more expensive expansion projects. Morrow’s team is doing“strength planning” for when the economy picks up, efforts such as implementing virtualiza-tion, integrating applications within departments, and creating self-service portals for employ-ees, and giving workers at job sites better project management capabilities.

The Beck Group has pay raises on hold for the second year, and bonuses will depend on com-pany performance. Such profit-sharing bonuses are in place at just over 40% of companies,while around two-thirds get bonuses based on personal performance. Even with salaries frozen,Morrow thinks morale is holding up. “Still, everyone feels blessed to have a good job and comeinto the office today,” he says. In fact, there isn’t much dissatisfaction simmering over pay-checks, or other factors of the IT job. About two-thirds of IT pros are satisfied or very satisfiedwith all aspects of their jobs, while just 13% are dissatisfied.

IT professionals don’t seem to have the same doubts about their career paths that they had in


Staff: Overall Satisfaction Trend

IT_Salary_chart_53

Base: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Overall, how satisfied are you with all aspects of your job, including compensation, benefits, and other aspects of your employment relationship?

16%13%

21%Very satisfied

48%46%

44%Satisfied

23%25%

14%Neutral

11%13%

16%Dissatisfied

2%3%

5%Very dissatisfied

2009 2008 2007

Figure 10




the last recession in 2002 and 2003, when salaries fell quickly from their dot-com inflatedperch, and offshore outsourcing was perceived as a new threat.

Kevin Svec is the IT director of Sanders & Parks PC, a Phoenix, Arizona-based law firm, sees thecurrent salary and hiring freeze—as opposed to 4% to 5% raises in past years—as needed toprotect jobs today. He also sees job security in coupling technology skills with niche expertiseand experience, as he has in the legal industry. “I love my career, and the IT market is stablenow compared to others,” he says. Still, he thinks it’s a tough market today for people to comeinto new, without that industry base. In all, job insecurity has grown only slightly this past year.

Here’s what’s surprising. A healthy majority of IT people feel fairly secure in their jobs and sat-isfied with their pay and responsibility; most don’t feel like outsourcing has hurt their careers,and nine out of 10 think their jobs are at least as secure as any other jobs. And yet, only 33%think it’s as promising a career as it was five years ago—which is 10 percentage points lowerthan in 2008.

It is certainly true that IT pros need to manage their careers closely, making sure their technol-


Staff: Job Security Trend

IT_Salary_chart_57


How would you rate your present job security?

32%43%

42%I feel strongly secure

53%46%

45%I feel somewhat secure

15%11%

13%I feel insecure

2009 2008 2007

Figure 11




ogy expertise and industry relevance stays high. “I believe IT is still an extremely viable careerpath,” says Lubitz of Martin Memorial Health System. “But if you choose IT, you need to spe-cialize in a segment of business,” he says.

John Challenger, CEO at outplacement firm Challenger, Gray & Christmas says jobs imple-menting and operating IT at end user companies are more secure than in the past—and moresecure than jobs in the tech industry sector itself. That’s because while companies have beendelaying purchases of new tech gear, causing a lot of pain and a dose of layoffs at tech vendors,IT organizations are trying to hold on to people to keep their existing systems running. “The ITprofession is a lot less vulnerable that it was even a decade ago,” he says, “It has become muchmore of a core and less discretionary part of business.”

Conclusion: How Layoffs Ripple Around The IT WorldThis year’s U.S. Salary Survey paints a relatively stable picture of the IT job market, when con-sidering how dramatically the world economy has slowed. Raises are hard to come by in manyindustries and geographies, but pay and job satisfaction have held up reasonably well. Yet theturmoil a downturn like this causes in individuals lives can’t be underestimated—for instance, it


Staff: IT Career Path Trend

IT_Salary_chart_60


Do you believe that a career path in IT and the potential for salary advancement is as promising today as it was five years ago?

30%38%

39%It is as promising today

60%49%

50%Not as promising

10%13%

11%Unsure

2009 2008 2007

Figure 12




was part of the ripple effect when retailer Steve & Barry went out of business in late January,taking 130 IT jobs around the world with it.

Mike Beller, the CIO, has been looking for a new IT leadership role for several months. “It’s nota great market, but I don’t believe it’s a dead market,” he says. Beller has heard of CIO open-ings in Ohio, Massachusetts, and Washington D.C. He’s not keen to relocate from the NewYork area with a daughter in her junior year of high school, unless the position presents anincredible opportunity. So with several partners, he’s launching Lightship Partners to do short-term consulting, focused on efforts such as data analysis that could show quick return in help-ing retailers improve merchandising.

The closing of the Steve & Barry chain hit IT pros on two continents, with about 80 people inIndia, including its help desk, and 50 people in New York, including programmers, messagingadministrators, and SAP talent. Beller thinks all but about two in the New York area havefound jobs, including some doing contract work.

Ned Young hasn’t been so lucky. The 2005 Yale graduate with a degree in Political Science wasdirector of the IT project management office, which had him straddling business functions,operations, and technology, managing application development efforts, and providing a liaisonbetween business users and a technology team. That business-technology blend is importantthese days, but Young’s finding he might be short on tech chops for many project managementopenings, which call for experience in specific technologies and systems. He’s staying opti-mistic, but he is also considering certification in project management to play up his strong suit.“I think I’ll have more luck with start-ups than traditional companies,” he says.

In Mumbai, the days of walking out of one IT job into a 20% raise at another are over, says AviSonpal, who was Steve & Barry’s VP of international operations, which supported all of thecompany’s sourcing operations, plus back-office support for HR, finance, and IT. About 100people worked in India.

Around two-thirds have found jobs, Sonpal says, but it is taking longer than people expected.“Before, it might have taken two weeks to a month to find a job your ideal job,” he says. “Nowit’s taking a month to four months—including settling for a job and taking lower pay,” he says.Application development people are finding it easier to land new jobs, but pay for some ofthose former Steve & Barry workers is 10% to 20% less than what they were previously mak-ing, he says. It’s a new reality compared with recent years, a hard comedown that IT pros who





lived through the dot-com boom and bust might relate to. “Salaries were out of control,”Sonpal says. “People would be getting five job offers, each with salary hikes, and they wereoverrated.” Sonpal says most of his former colleagues are earning $500 to $2,000 a month,depending on their skills.

As for Sonpal, he’s trying the entrepreneurial route. He has formed Unisource Ventures to pro-vide business process outsourcing to specialty retailers, joining with several former leaders ofSteve & Barry’s Indian operations to offer services from design to merchandising. Beller’s newcompany plans to offer consulting to U.S. retailers using Unisource’s BPO services.

As the fallout from Steve & Barry shows, IT pros are again having to prove their resilience.After the last recession, many tech pros had to retrain away from programming and supportjobs to ones tied more closely to business functions and industry knowledge. That presents itsown challenges, as this downturn shows, when the industry a person has specialized in takes ahit. Yet IT pros look well positioned to benefit when the economy starts to recover, as compa-nies in hard-hit sectors such as financial services regroup and launch new initiatives thatdepend on a mix of technology and business knowledge.


Appe

ndix


2 0 0 9 I T S a l a r y S u r v e yI n fo r m a t i o n We e k a n a l y t i c s . c o m


Salary Growth Rate

IT_Salary_chart_1

Note: Median base salary in thousandsBase: 6,461 IT staff and 5,949 IT managers Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$50

$67

Staff

Management

1999

$55

$72

2000

$60

$80

2001

$61

$83

2002

$63

$84

2003

$68

$90

2004

$69

$90

2005

$70

$91

2006

$74

$97

2007

$73

$96

2008

$79

$100

2009

4.7%

4.2%

CAGR% Change

2008-2009

8.2%

4.2%

Compensation Growth Rate

IT_Salary_chart_2

Note: Median compensation in thousandsBase: 6,461 IT staff and 5,949 IT managers Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your total cash compensation, including any bonuses and other direct cash payments received in the past 12 months?

$52

$71

Staff

Management

1999

$58

$78

2000

$71

$97

2001

$63

$89

2002

$65

$89

2003

$71

$97

2004

$71

$95

2005

$73

$99

2006

$78

$105

2007

$76

$103

2008

$80

$105

2009

4.7%

4.3%

CAGR% Change

2008-2009

5.3%

1.9%

Increase In Base Salary

IT_Salary_chart_3

Note: Median percentage change in base salaryBase: 6,461 IT staff and 5,949 IT managers Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What was the percentage change in your base salary this year?

1.1%

1.9%

Staff

Management

2.9%

3.7%

3.3%

4.2%

2009 2008 2007

Figure 13

Figure 14

Figure 15

Appe

ndix




Increase In Compensation

IT_Salary_chart_4

Note: Median percentage change in total compensationBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What was the percentage change in total cash compensation this year, including bonuses?

0.7%

1.6%

Staff

Management

2.9%

3.9%

3.6%

5.0%

2009 2008 2007

Gender Gap

IT_Salary_chart_5

Note: Median base salary in thousands of dollarsBase: 1,827 female and 10,588 male IT professionals in 2009Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$72$68

$65Female staff

$80$75$75

Male staff

$92$88

$90Female managers

$102$98$98

Male managers

2009 2008 2007

Figure 16

Figure 17

Appe

ndix




Compensation By Gender

IT_Salary_chart_6

Note: Median compensation in thousands of dollarsBase: 1,827 female and 10,588 male IT professionalsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$72$96

Female

$82$108

Male

Staff Management

Pay By Gender And Experience

IT_Salary_chart_7

Note: Median base salary in thousands of dollarsBase: 1,827 female and 10,588 male IT professionalsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$57$73

$82Female staff

$60$80

$90Male staff

$70$90

$100Female managers

$76$100

$110Male managers

10 years or less 11-20 years 21 years or more

Figure 18

Figure 19

Appe

ndix




Hourly Rate For Contractors/Consultants

IT_Salary_chart_8

Note: Median dollars per hourBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What is your current average hourly rate?

$57Staff

$85Management

Base Salary For Contractors/Consultants

IT_Salary_chart_9

Note: Median base salary in thousands of dollarsBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$100Staff

$120Management

Figure 20

Figure 21

Appe

ndix




Increase In Compensation For Contractors/Consultants

IT_Salary_chart_12

Note: Median percentage change in total compensationBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What was the percentage change in total cash compensation this year, including bonuses?

0%Staff

3.1%Management

Increase In Base Salary For Contractors/Consultants

IT_Salary_chart_10

Note: Median percentage change in base salaryBase: 202 staff and 140 management-level IT contractors/consultantsData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What was the percentage change in your base salary this year?

0%Staff

2.7%Management

Figure 22

Figure 23

Appe

ndix




Staff Base Salaries By Job Function

IT_Salary_chart_14

*Low base, use with cautionNote: Median base salary in thousands of dollarsBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$90

$90

$90

$89

$88

$87

$87

$85

$80

$79

$78

$75

$75

$74

$70

$70

$69

$67

$53



Web infrastructure

Security



Web security*



HRIS*

E-mail/messaging




Networking


General IT

Training


$80

$90

$90

$83

$84

$90

$65

$77

N/A

$69

N/A

$72

$70

$69

$70

$70

$62

$64

$50

$88

$88

$83

$80

$82

$86

$75

$80

N/A

$80

N/A

$73

$71

$68

$65

$63

$64

$65

$51

2009 2008 2007

Figure 24

Appe

ndix




Management Base Salaries By Job Function

IT_Salary_chart_15

*Low base, use with cautionNote: Median base salary in thousands of dollarsBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$116

$112

$110

$110

$109

$105

$105

$103

$100

$100

$99

$96

$95

$94

$93

$90

$85

$76

$75

Web infrastructure*






Security

E-mail/messaging*


Web security*

Quality and performance management




HRIS*


Networking


Training

$113

$106

$110

$118

$106

N/A

$105

N/A

$95

$120

$96

$108

$92

$94

$101

$85

$84

$70

$76

$122

$112

$107

$108

$101

N/A

$105

N/A

$100

$95

$100

$75

$76

$93

$83

$80

$80

$73

$67

2009 2008 2007

Figure 25

Appe

ndix




Management Compensation By Job Function

IT_Salary_chart_17

*Low base, use with cautionNote: Median compensation in thousands of dollarsBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$121

$120

$119

$118

$114

$114

$111

$111

$110

$105

$105

$104

$101

$99

$98

$96

$90

$82

$78

Web infrastructure*




Security




E-mail/messaging*

Quality and performance management

Web security*


HRIS*




Networking

Training


$121

$130

$115

$118

$118

$121

$120

N/A

N/A

$102

$150

$103

$109

$99

$100

$91

$88

$79

$72

$142

$125

$127

$115

$109

$75

$114

N/A

N/A

$110

$115

$110

$86

$81

$97

$90

$83

$70

$79

2009 2008 2007

Figure 26

Appe

ndix




Staff Salaries By Title

IT_Salary_chart_22

*Low base, use with cautionNote: Median salary in thousands of dollarsBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$106

$102

$94

$92

$88

$88

$85

$83

$78

$75

$75

$70

$67

$66

$63

$60

$57

$46

Architect

Systems architect

Project leader

Software engineer

Database administrator

Systems programmer

Software developer

Business analyst

QA/software test engineer/analyst

Programmer/analyst

Systems analyst

Network engineer/technician

Telecommunications specialist

Systems administrator

Web developer

Webmaster

General IT

Help desk specialist

$105

$100

$88

$90

$82

$79

$86

$75

$74

$72

$71

$65

$69

$64

$60

$62

$55

$45

$108

$102

$88

$88

$85

$82

$82

$80

$75

$72

$72

$65

$67

$62

$60

$61

$53

$46

2009 2008 2007

Figure 27

Appe

ndix




Management Salaries By Title

IT_Salary_chart_23

Note: Median salary in thousands of dollars Base: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$138

$134

$120

$112

$110

$105

$96

$89

$79

Chief information officer

Vice president

Chief technology officer

Director

Senior manager

Program manager

Project manager

Manager

Supervisor

$130

$124

$110

$106

$105

$105

$94

$86

$76

$136

$131

$102

$107

$105

$105

$93

$85

$75

2009 2008 2007

Figure 28

Appe

ndix




Staff Compensation By Title

IT_Salary_chart_24

Note: Median compensation in thousands of dollarsBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$113

$106

$99

$95

$90

$89

$87

$86

$80

$76

$76

$72

$72

$68

$64

$60

$59

$48

Architect

Systems architect

Project leader

Software engineer

Database administrator

Systems programmer

Business analyst

Software developer

QA/software test engineer/analyst

Programmer/analyst

Systems analyst

Network engineer/technician

Telecommunications specialist

Systems administrator

Web developer

Webmaster

General IT

Help desk specialist

$110

$105

$93

$94

$84

$82

$79

$90

$77

$74

$73

$70

$71

$65

$62

$62

$58

$45

$118

$109

$94

$98

$90

$87

$85

$86

$82

$75

$78

$69

$73

$65

$63

$62

$55

$48

2009 2008 2007

Figure 29

Appe

ndix




Management Compensation By Title

IT_Salary_chart_25

Note: Median compensation in thousands of dollarsBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$154

$150

$128

$120

$119

$112

$100

$92

$80

Vice president

Chief information officer

Chief technology officer

Director

Senior manager

Program manager

Project manager

Manager

Supervisor

$145

$147

$124

$115

$115

$110

$98

$91

$80

$160

$157

$120

$120

$118

$115

$100

$90

$79

2009 2008 2007

Figure 30

Appe

ndix




Salary By Company Revenue

IT_Salary_chart_26

Note: Median salary in thousands of dollarsBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$59$75

Less than $1 million

$63$80

$1 to $10 million

$65$88

$10.1 to $50 million

$70$95

$51-$100 million

$71$100

$101-$250 million

$75$105

$251-$350 million

$75$101

$351-500 million

$80$104

$501-$750 million

$80$108

$750 million-$1 billion

$85$114

$1.01-$5 billion

$90$112

$5.01-$10 billion

$93$118

More than $10 billion

Staff Management

Figure 31

Appe

ndix




Salary by Age

IT_Salary_chart_27

Note: Median salary in thousands of dollarsBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$48$52

25 or less

$65$82

26-35

$80$103

36-45

$84$106

46-55

$85$103

Over 55

Staff Management

Figure 32

Appe

ndix




Reasons For Bonuses

IT_Salary_chart_28

Note: Multiple responses allowedBase: 2,878 IT staff and 3,229 IT managers who receive bonusesData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Of the bonuses and other direct cash payments you receive, please specify the primary reason(s) for them.

64%73%

Personal performance

43%44%

Company profit sharing

14%21%

Project milestone completion

5%7%

Retention bonus

5%4%

Certification/training

2%3%

Hot skill premium

1%1%

Signing bonus

19%17%

Other

2%1%

None

Staff Management

Figure 33

Appe

ndix




Non-IT Positions

IT_Salary_chart_30

Note: Multiple responses allowedBase: 3,530 IT staff and 3,374 IT managers who have worked outside of ITData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

In which non-IT function(s) have you held a full-time position?

27%30%

Operations/supply chain/manufacturing

20%22%

Marketing/sales

9%15%

Finance

3%4%

Human resources

53%47%

Other

Staff Management

Figure 34

Appe

ndix




Staff Base Salaries By Metro Area

IT_Salary_chart_35

Note: Median salaries in thousands of dollarsBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


$95

$95

$92

$90

$90

$85

$84

$84

$83

$80

$80

$80

$74







Dallas/Fort Worth


Atlanta





$78

$75

$85

$95

$80

$76

$85

$82

$98

$86

$80

$80

$84

$78

$77

$88

$92

$77

$75

$90

$84

$96

$82

$83

$75

$75

2009 2008 2007

Figure 35

Appe

ndix




Staff Pay Increases By Metro Area

IT_Salary_chart_36

Note: Median percentage change in annual base payBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

How much higher is your base pay this year?

2.9%

2.2%

2.0%

1.6%

1.6%

1.5%

1.3%

0%

0%

0%

0%

0%

0%







Atlanta


Dallas/Fort Worth





3.5%

3.0%

3.6%

2.6%

2.9%

3.2%

2.4%

3.1%

2.5%

2.6%

2.9%

2.7%

2.3%

3.9%

3.2%

3.2%

3.2%

3.6%

3.0%

3.3%

3.2%

2.3%

2.6%

3.0%

3.6%

3.2%

2009 2008 2007

Figure 36

Appe

ndix




Rewards For Next 12 Months

IT_Salary_chart_39

Note: Multiple responses allowedBase: 6,461 IT staff and 5,949 IT managers Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Which type(s) of benefits do you expect to receive in the next 12 months?

81%81%

Health insurance

74%70%

401(k) match

29%27%

Other further education/training

28%26%

Tuition reimbursement

24%47%

Company paid smartphone/wireless e-mail

18%16%

Certification reimbursement

17%15%

Stock purchase plan

17%24%

Company-paid phone/fax/cable modem/DSL lines

14%18%

Company paid Internet access

10%16%

Stock options

10%10%

Health club membership

3%8%

Company car or car allowance

3%3%

Sabbatical/extended vacation

2%2%

Day care or day care subsidy

5%6%

Other

Staff Management

Figure 37

Appe

ndix




Training Valued

IT_Salary_chart_40

Note: Two responses allowedBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What type of training would you find most valuable to you in developing your career?

72%51%

Technology-specific training

41%24%

Certification courses

20%25%

Project-management training

10%23%

Business skills training (e.g. finance, marketing)

10%7%

College courses (tech, business)

8%16%

MBA

7%22%

People-management skills training

7%10%

Communication skills training

1%2%

Other

Staff Management

Figure 38

Appe

ndix




Paying For Training

IT_Salary_chart_41

Note: Multiple responses allowedBase: 6,461 IT staff and 5,949 IT managers Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

In the last 12 months, which of the following apply to you in terms of training?

55%59%

Attended company-paid training

17%17%

Attended company-paid certification course(s)

13%14%

Attended training I paid for myself

6%5%

Attended certification course(s) I paid for myself

31%29%

Received no additional training or certification the past 12 months

Staff Management

Figure 39

Appe

ndix




What Matters Most To Staffers

IT_Salary_chart_43

Note: Seven responses allowedBase: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


60%

50%

49%

47%

37%

36%

34%

31%

30%

26%

24%

23%

23%

23%

19%

19%

19%

18%

16%

15%

14%

14%

13%

7%

4%

3%

1%

Base pay

Benefits

Job stability




Job atmosphere






Commute distance







Bonus opportunities







Stock options

57%

52%

42%

45%

39%

33%

32%

31%

30%

24%

18%

21%

23%

14%

15%

15%

15%

15%

15%

16%

13%

13%

10%

6%

4%

2%

2%

60%

53%

33%

56%

35%

29%

27%

34%

27%

28%

16%

17%

26%

17%

14%

14%

14%

18%

14%

18%

11%

14%

13%

5%

3%

3%

2%

2009 2008 2007

Figure 40

Appe

ndix




What Matters Most To Managers

IT_Salary_chart_44

Note: Multiple responses allowedBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


56%

53%

42%

40%

39%

37%

31%

31%

30%

26%

26%

25%

22%

22%

21%

20%

19%

19%

18%

14%

13%

13%

12%

11%

8%

5%

3%


Base pay


Benefits

Job stability




Job atmosphere








Commute distance


Bonus opportunities








Stock options

55%

50%

36%

39%

32%

37%

27%

24%

29%

23%

26%

16%

20%

22%

14%

20%

18%

18%

21%

12%

8%

10%

11%

10%

6%

5%

4%

65%

51%

33%

40%

25%

40%

27%

22%

23%

28%

19%

18%

16%

19%

14%

24%

19%

16%

23%

13%

8%

8%

8%

7%

7%

5%

4%

2009 2008 2007

What Matters Most To Managers

IT_Salary_chart_44

Note: Multiple responses allowedBase: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals


56%

53%

42%

40%

39%

37%

31%

31%

30%

26%

26%

25%

22%

22%

21%

20%

19%

19%

18%

14%

13%

13%

12%

11%

8%

5%

3%


Base pay


Benefits

Job stability




Job atmosphere








Commute distance


Bonus opportunities








Stock options

55%

50%

36%

39%

32%

37%

27%

24%

29%

23%

26%

16%

20%

22%

14%

20%

18%

18%

21%

12%

8%

10%

11%

10%

6%

5%

4%

65%

51%

33%

40%

25%

40%

27%

22%

23%

28%

19%

18%

16%

19%

14%

24%

19%

16%

23%

13%

8%

8%

8%

7%

7%

5%

4%

2009 2008 2007

Figure 41

Appe

ndix




Management: Overall Satisfaction Trend

IT_Salary_chart_54


Overall, how satisfied are you with all aspects of your job, including compensation, benefits, and other aspects of your employment relationship?

20%17%

26%Very satisfied

50%50%

46%Satisfied

21%22%

11%Neutral

8%10%

14%Dissatisfied

1%1%

3%Very dissatisfied

2009 2008 2007

Figure 42

Appe

ndix




Management: Job Security Trend

IT_Salary_chart_58


How would you rate your present job security?

37%51%

52%I feel strongly secure

50%41%

39%I feel somewhat secure

13%8%

9%I feel insecure

2009 2008 2007

Management: IT Career Path Trend

IT_Salary_chart_61


Do you believe that a career path in IT and the potential for salary advancement is as promising today as it was five years ago?

36%48%

51%It is as promising today

56%42%

39%Not as promising

8%9%

10%Unsure

2009 2008 2007

Figure 43

Figure 44

Appe

ndix




29%

11%

Economy Impact On IT Career Security

IT_Salary_chart_62

Base: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Given the current economy, do you believe a career path in IT is…

60%

Less securethan most others

As secure as most others

More securethan most others

47%

18%

14%

IT Outsourcing Practices

IT_Salary_chart_65

Data: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Is your organization outsourcing some of its IT jobs?

5%

16%

Yes, outsourced to a combination ofcompanies both in the U.S. and offshore

Don’t know

Yes, outsourced to a company/companies in the U.S.

Yes, outsourced to a company/companies offshore

No

Figure 45

Figure 46

Appe

ndix




Impact Of Outsourcing On IT Professionals

IT_Salary_chart_66

Note: Multiple responses allowedBase: 6,461 IT staff and 5,949 IT managersData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What impact do you feel the current trend toward outsourcing is having on IT professionals?

64%58%

Fewer IT jobs available

56%49%

Lower employee morale

44%35%

New hires at reduced salaries

38%31%

Fewer opportunities for advancement

33%27%

Skills valued less

23%19%

Salary reductions for employees

15%22%

Opportunity to work on more innovative projects as menial tasks are moved out of organization

12%18%

It’s an important aspect of global business growth

10%14%

Skills valued more

10%10%

New hires to support outsourcing efforts

4%4%

Other

Staff Management

Figure 47

Appe

ndix




Effect Of Outsourcing On Career Path

IT_Salary_chart_67

Note: Multiple responses allowedData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

What impact has outsourcing had on your career path?

14%I’ve gotten expanded/new responsibilities

4%I’ve had to be retrained for new jobs/skills

4%I’ve lost my job

4%I’ve taken a pay cut

3%I’ve been promoted

2%I’ve relocated to new city/state/country

1%I’ve been demoted

7%Other

70%Outsourcing has had no impact on my career path

Figure 48

Appe

ndix




Reasons For Seeking A New Job

IT_Salary_chart_70

Base: 2,230 IT staff and 1,936 IT managers looking for a new jobData: InformationWeek Analytics 2009 U.S. IT Salary Survey of 12,410 IT professionals

Why are you looking for a new job?

66%62%

Higher compensation

47%39%

More interesting work

40%40%

Seeking more personal fulfillment

40%39%

Don’t like present company’s management/culture

36%33%

More job stability

27%29%

More responsibility

29%25%

Fear of being laid off

23%22%

19%22%

Personal/family needs

15%18%

More dynamic company

13%13%

Seeking less stress

14%9%

Move to a different geographical area

4%7%

Job skills, requirements no longer match my skills or interests

4%5%

Stock options

4%4%

Want to join a startup company

3%2%

Job market opportunities are too good to pass up

Laid off from previous job

Staff Management

Figure 49

Appe

ndix




Education

IT_Salary_chart_72


What is your highest level of education?

1%2%

PhD

21%30%

Master’s degree/MBA

46%44%

Bachelor’s degree

11%7%

Associate’s degree

13%11%

Some college

6%4%

Tech/IT trade school

2%2%

High school graduate

Staff Management

Figure 50

Appe

ndix




Gender

IT_Salary_chart_73


What is your gender?

Staff

Management

Male Female

84%

86%

16%

14%

Age

IT_Salary_chart_74


What is your age?

3%1%

25 or Less

22%15%

26 - 35

33%37%

36 - 45

30%34%

46 - 55

12%13%

Over 55

Staff Management

Figure 51

Figure 52

Appe

ndix




Company Revenue

IT_Salary_chart_75


What is the annual revenue or operating budget of your organization?

5%Less than $1 million

15%$1 million to $10 million

14%$11-$50 million

7%$51-$100 million

7%$101-$250 million

3%$251-$350 million

4%$351-$500 million

4%$501-$750 million

5%$750 million-$1 billion

13%$1.01-$5 billion

6%$5.01-$10 billion

17%More than $10 billion

Figure 53

Appe

ndix




Industry

IT_Salary_chart_76


Which of the following best describes the industry in which you work?

2%Biotech/biomedical/pharmaceutical

2%Construction/engineering

8%Consulting and business services

8%Education

16%Financial services

9%Government

8%Health care/HMOs

7%IT vendors

2%Logistics/transportation

9%Manufacturing/industrial (non-computer)

2%Media/entertainment

2%Non-profit

3%Retail/e-commerce

4%Telecommunications/ISPs

2%Utilities

16%Regulatory Other

Figure 54

Appe

ndix




24%

7%

17%

8%17%

9%

Company Size

IT_Salary_chart_77


How many total employees does your company have?

7%

5%

6%

5,001-10,000

51-100

25-50

Less than 25

1,001-5,000

101-500

501-1000

More than 20,000

10,001-20,000

Figure 55

IT Salaries: Meager Raises, Solid Prospectsi.cmpnet.com/informationweekreports/doc/2009/...IT...

Documents

Transcript of IT Salaries: Meager Raises, Solid Prospectsi.cmpnet.com/informationweekreports/doc/2009/...IT...