Global Knowledge’s Business Skills White Paper: The Evolution and Future of the IT Decision-Maker Abstract Global Knowledge has been conducting surveys with IT professionals for 10 years and publishing the results in our annual IT Skills and Salary Report. Our reports cover topics such as top-paying certifications and most in-demand skills. They also provide a deep analysis of the opinions and attitudes of IT professionals around the world. We have a decade of data at our disposal so we felt it was the right time to examine the opinions of those who make the decisions in the tech sector. What are their greatest challenges? How has their training opinion changed over time? How does their behavior affect staff? Sample Training is an Investment, not an Expense IT budgets are gradually shrinking over the past decade making it harder for decision-makers and trainers to allocate the right funds. According to the 2017 IT Skills and Salary Report, training is still valuable despite this challenge. Over 80 percent of managers believe that training is effective in developing the skills needed for their staff. Over the past 10 years, this belief in the effectiveness of training has remained stable and has consistently hovered around 70-86 percent. However, the confidence in certification’s value has risen dramatically. Only 35% of decision-makers believed that certifications directly result in a more productive staff in 2011. This number rose to 85 percent in 2016 compared to 94 percent this past year. During the initial years of our study, managers were skeptical about the value of certification. 21 percent of decision-makers in 2011 reported that there was no improvement in staff effectiveness after certification. In 2011, less than 10% of hiring managers viewed certifications as “very important.” This could be due in part to a variety of reasons. Technology didn’t evolve as rapidly as it does today, so employees can adapt faster to technological changes in the workplace. There are now many options for professional development. Classroom training was once the only way to educate staff. Managers had to adapt to the fact that employees were often away from the office. Although classroom training is still very popular and highly successful today, there are many virtual and on-demand options that professionals can use to further their IT education wherever and whenever they want. Managers will see the value of training when their department’s productivity doesn’t suffer from staff being away. Download

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It’s inevitable. You will encounter people who fall under the “Difficult People” category at some point in your career. These people can have a huge impact on your organization and cause many problems for your team. This whitepaper describes some of the most common types of difficult people (The Steamroller and The Sniper as well as The “Can’t Say No”, Person, The Know-It-All and The Complainer) and gives tips on how to deal with them. The “Can’t Say No Person” is someone who struggles to say no, especially when it comes to work assignments. They will accept any assignment, even those from their boss. This may not seem like a bad arrangement at first, but it is a pattern that will eventually lead to serious consequences. Why would they do that? Why would they take on this much? Some people are afraid of saying no. Fear of being seen as incompetent or unable carry enough weight is a concern for some people. Some people don’t know their limits, or worse, they ignore them. One of their weaknesses might be the inability to set boundaries. Other situations might be that the employee is a new member of the team and doesn’t want to let others down. A new hire might be afraid of being criticized for being uncooperative or inept. Others believe it is a personality issue, or a result of their culture. In some cultures, it is discouraged to say no. People who have been raised in this environment often struggle to balance their workload. The first step in dealing with someone who refuses to accept an assignment, meeting, task, or task is to build a relationship or establish a rapport. You must earn their trust and make them feel comfortable with you. Once you have built stronger ties, tell them about your concerns. Once you have established trust, you can start asking questions to help them understand why they are not in balance. Care is key because they could be defensive or sensitive. They believe they are doing something good or selfless. Their perspective is that if they didn’t do the work, it wouldn’t get done. Even if they manage to finish all the work they have taken on, often the quality of the work they produce will suffer. Sometimes you’ll find the “Can’t Say No!” person who can accomplish all the work with acceptable quality, or even exceptional quality. They will rarely be able to keep that momentum. They will likely eventually exhaust themselves. They will no longer be of any use to the team and, even more important, they will have done a lot of damage to themselves. It takes a lot of time to recover from a true burnout phase. We want to stop the “Can’t Say No!” person ever reaching that stage. Download

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Business Skills White Paper: Analyzing a Decade Of IT Trends Abstract The Global Knowledge IT Skills and Salary report is a window into IT departments and provides insight and opinions from professionals around the globe. Over 120,000 IT professionals have been surveyed for 10 years. We had 10 years of data to analyze and we identified four main trends: certifications, salaries and cloud computing. Sample It’s not enough for IT professionals just to “know computers.” Want to see how the perceived value has changed over time? This is a quote from our 2008 IT Skills and Salary Report: “There have been many articles and conversations regarding the value certification and in general, employer support seems to be mixed.” Wow, what a difference a decade makes. Our 2017 report shows that there are few mixed feelings. 94% of IT decision-makers believe that a certified team member adds value beyond the cost of certification. These benefits include faster troubleshooting and increased productivity, which are essential skills in today’s tech industry as the skills gap is steadily increasing. The pinnacle of achievement within the tech industry is now certifications. This is a significant shift in perspective from a decade ago, when many IT professionals didn’t fully understand the value of certification. The data clearly shows a rise in certification training demand when you look at 10 years worth of survey responses. In 2008, 9 per cent of respondents stated that the main reason they train was to prepare for certification. This number has increased to 47% in 2017. In 2008, only 38 percent of IT professionals had at least one certification. In 2017, 86 per cent are certified. 42 percent of respondents indicated that they planned to seek certification in the coming year in 2008. In 2017, 67 per cent will either seek certification or are in the process. Our survey respondents currently hold an average of three certifications. The tech industry is competitive. Professionals often plan for their next certifications many years in advance. Download

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