We have found that are some simple things that CIOs can do to steer their way and motivate employees to excel and perform for the enterprise.  They are:

• Take a personal interest in employees -  Know who they are, are they married, do they have children, what do they do for enjoyment, and what are important dates in their lives (birthdays and anniversaries).  If employees feel that you know and care about them they will respond and be valued assets.
• Work around employees' requests for time - If an employee has a sick child or an important event coming up, including a vacations, let them schedule it so that they can go to the doctor with their children or take that vacation even though it may not be best for the IT function. 
• Provide scheduled evaluations - If an employee knows what they are doing well and what they need to work on, job performance will improve for stars and weak employees will be weeded out more effectively.  That in turn takes the mystery out of why someone is let go and someone is promoted.
• Promote from within - CIO should reward their employees by promoting them and giving them the chance they deserve. 
• Issue bonuses - But giving bonuses CIOs keep their star employees happy, and they work harder and stay loyal. Everyone needs to be reminded that theyÂ’re appreciated every now and then.
• Offer benefits - Employees who have health care and sick days available to them do not have to worry what will happen.  In a downturn there is much stress and it has been proven that stress is a factor among those in poor health.
• Be supportive, not demanding - When CIO want an employee to do something he should not just tell the employee, he asked them in consultative manner.
  
  Have an open door policy - Make time for all of your employees and listen to what they have to say.
• Do not play favorites – There is nothing worse than a CIO who plays favorites. When a CIO gives all the "dirty"work to one employee and let someone else off without doing anything, employees lose respect for the CIO and you begin to resent them. CIOs should delegate their employeesÂ’ evenly, making sure everyone has their fair share.
• Have fun - If the employee wakes up every morning and dreads going to their job, they will not perform well because they're not happy. Keeping employees happy is the sure way to have loyal employees and employees that are willing to go that extra mile for the enterprise.

The top ten concerns are:

• Budgets - Budgets have never been tighter. Since the dot com bubble burst  where IT budgets were pared to the bone, organizations are striving to keep a really tight control over them, even though they still need innovative IT to keep ahead of the competition. Smart CIOs are seeing savings through standardization of the IT infrastructure so new systems can be financed without increasing budgets.
• Staffing - People are an organization's most valuable asset. For CIO they are not only the most valuable, they are causing the most headaches as well. Recruiting, managing and training staff are the most pressing concerns for CIOs
• Security - Internal and external threats are on the increase, especially as enterprises continue to increase the growth of mobile and wireless based applications.  Keeping the business operating in the face of threats, whether against the systems themselves, or against the business and the environment are a major component of CIO's role.
• Compliance - Security and compliance work together for CIOs as many governance and compliance regulations were spawned from risk management and directly affect security. For many companies regulatory compliance is now part of everything they do. This has allowed the CIO to understand exactly what resources and processes an organization has and to increase efficiency and throughput as a result.
• Resource Management - Managing time and resources are a major concern for CIOs.  Enterprise management now demands more efficient working. CIO now are now using more of their time and resources they used to spend on legacy maintenance on more produce to manage critically short supplies of resources.
• Infrastructure - Updating technology infrastructures and keeping the backbone of an organization's IT up to date is another top concern for CIOs..
• Business Alignment - Keeping IT strategy in line with business strategy is something at which CIOs have become masters but it is still one of the areas that causes a lot of work and is resource heavy.
• Managing Users - CIOs must prioritize the needs of their users and customers. Dealing with users while improving the quality of service for users is a constant for all IT departments.   More CIOs are putting metrics in place to see just how well they are doing. Excellent customer service and cost effectiveness in driving the business forward are the two overlying themes for many businesses. The aim is to lift the bar on customer service, on cost effectiveness and on the capabilities of service offerings and people.
• Managing Change - The fast moving pace of technological innovation means change is a guaranteed part of the CIO's role. But the way they manage its effect on the business is more critical. Arguably, the most significant management issue that CIOs have to face this year is change management - business process change, changes in organizational cultures and how they affect people are very high on the CIO's agenda.
• Organizational Politics - To manage change and integration effectively, CIOs need the support of their senior management team. The success of change management programs and the contribution IT can make to those depend heavily on the support and drive of senior managers. If the CIO lines of report - CEO, CFO or COO -understand the power of transformational IT investment and if a CIO can educate and communicate what is possible, IT should be a key enabler for business and process change. Many companies are going through massive change and integration programs, all of which need board support to succeed.

• Take care of your "A" players.  Do not project the attitude that "you are lucky to have a job".  The best players are hardest to come by and will always have career options.   Sales organizations feel this more than others.  Your "A" players will always be sought by your competitors and the same players know they can be successful for you or against you.
• It is the wrong time to make cutbacks in your incentive compensation plans.  Sales people are motivated by money; do not make major changes to their compensation plans or their territories unless it only benefits them.  A top sales person wants lower quotas, more territory and more money.  Almost any other change will be viewed negatively.
• At all costs, avoid across the board layoffs or restructuring.  If necessary, make cutbacks based solely upon performance.  It is a good time to look at your "C " players and work them out of the business, with the intention of finding an "A " player as their replacement.  Another benefit to this type of employment action is that you give your competitors less chance to tell your clients that your business is struggling and it was necessary to resort to layoffs.
• Start planning for 2009 by acting now.  Many companies are currently cutting back on hiring in response to the unknown certainty of our economy and future business climate.  Companies are starting their fall planning process, which normally involves hiring requirements for the next year.  If you are planning to add staff for the 2009, you will want to start the process sooner rather than later.  A good sales candidate might be interested in switching, but will be too busy finishing out their quota year and not able or willing to devote their time to the hiring process.  Thus, October and early November are the ideal times to select your new hires for January.

Now hordes of American IT workers find the news hard to reconcile with their own day-to-day experiences. Highly qualified American IT workers now say that they cannot find jobs in the United States.  Add to that the massive layoffs that are occurring in the financial sector (Citicorp – 52,000 jobs eliminated) and you have a very glum picture.

CIOs are under pressure to cut costs, improve productivity, and maintain a high service level. Some CIOs are paring down overhead and finding cheaper labor elsewhere. But it doesnÂ’t provide heartening news to unemployed IT workers.

And the truth is that the woes of American IT workers may well be just beginning. The global business landscape is morphing by the day. Globalization is no longer about American businesses colonizing the third world.

So what is an out-of-work IT professional to do? Many of the more fortunate (employed) IT professionals urge the unemployed to sharpen their skills and evolve in their professions.

  According to the lawsuit, the Texas-based multinational technology company, whose top 14 executives are all male, unfairly laid off four former senior female employees in the job cuts earlier this year.  The plantiffs in the case are seeking class action status and have filed in a federal court in California.

The lawsuit demands $500 million in damages on behalf of female and older former Dell employees, who they say were singled out during recent layoffs and systematically discriminated against.

The lawsuit states nearly 80 percent of the top executives in Dell are male. Dell has declined to comment on that figure, although its website says women and people of color represent 32 percent of its U.S.-based vice presidents.

In the lawsuit the plaintiffs said they were repeatedly passed up for promotions and increased pay despite receiving good performance reviews.

Despite laws prohibiting unequal pay for equal work, women in the United States are paid about 22 percent less than men on an average, according to the U.S. Census Bureau.

Economic conditions are not getting any better as shown by the recent announcement by Motorola confirmed that they plan to lay off 3,000 workers as part of a $800 million cost reduction program.  Approximately 2,000 of those jobs would be from the handset division. According to its annual report Motorola had 66,000 at the beginning of 2008.

The chairman requested total and average compensation paid to all employees, a breakdown of the number of employees receiving more than $500,000 in annual compensation and compensation paid to the ten highest-paid employees. He said that he questioned the appropriateness of depleting the capital that taxpayers just injected into the banks through the payment of billions of dollars in bonuses, especially after one of the financial industry's worst years on record.

The nine banks received the money when the government purchased ownership stakes in them by authority granted in a $700 billion Wall Street rescue plan.  The nine banks have awarded $108 billion in total compensation and bonuses in the first nine months of 2008.

Other recipients of the letter include Bank of New York Mellon Corp., J.P Morgan Chase Co.,  Merrill Lynch Co. Inc., Morgan Stanley, State Street Corp., and Wells Fargo Co.

• Assessing the environment to understand the current state of affairs - enterprise want new employees or managers to bring something to the table. If the department is running smoothly, they want the new employee to help move the organization forward. If something is not working, they want the new employee to help fix it.
• Defining what is expected of you and what success is 3, 6, and 12 months out - How management define success for the position. To do this the new employee needs to know what managementÂ’s expectations are.  Ask the right questions and listen to the answers.
• Learning the politics of the situation - the new employee needs to get to know their peers, supervisors and who the power centers they will be interacting with are. The new employee will need to identify the individuals who will directly and indirectly affect your ability to get the job done - it may be an individual completely out of the new employee's organizational structure.
• Learning how people interact and how things get done - one of the trickiest tasks of any new job is figuring out the culture and office politics so you don't step on toes or run afoul of your colleagues.
• Getting something good done quickly - the enterprise will judge the new employee from the start, so the new employee needs to establish credibility quickly. One way to do that is to look for an early success.