Salary Survey 2009 Information Week

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I T S a l a ri e s: M e ag e r R ai s e s,So l id Pro s pe c t sO u r an n u a l U . S . I T S a la r y S u r ve y

Raises are notably smaller in our 2009 U.S. salary surveythan a year ago, and the pay shifts track the industries

and regions hardest hit during this recession. Job

securitys 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

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

CONT

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About The Author

Executive Summary

Research Synopsis

Skills And Broad Salary Trends

Industry Impact: More Important Than Ever

Geographic Differences

UnemployedOr Perhaps Consulting

Career Outlook And Motivation

Conclusion: How Layoffs Ripple Around The IT World

Appendix

2 April 2009 2009 InformationWeek, Reproduction Prohibited

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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 ConsultingFigure 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


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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 TrendFigure 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


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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

Universitys C.W. Post campus.





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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 years U.S. IT Salary Survey, by InformationWeek

Analytics. 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 didnt 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-tionsalary and cash bonusesof just 0.7%, with IT managers saying

they 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. Theres noabsolute safe place, but IT is a good place to beperhaps the best place tobe right now, says David Van De Voort, a principal of human resourcesconsulting firm Mercer. Thats 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-




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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 & Barrys 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 whats 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 ITs career promise in particular.




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Survey Name: InformationWeek Analytics 2009 U.S. IT Salary SurveySurvey 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, its the largest employee-based IT salarysurvey in the country. Last year, 9,653 full-time IT professionals completed the

Web-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 the

Web sites ofInformationWeek and other sites within the InformationWeekBusiness Technology Network. The survey was also promoted inInformationWeeks 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.




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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.




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Skills And Broad Salary TrendsThe economic downturn hasnt affected the kind of skills companies put a premium on, and the

ranking 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

*Low base, use with caution

Note: Median compensation in thousands of dollars

Base: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007

Data: InformationWeekAnalytics 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


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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 to

boost his security credentials. (17% of IT pros in our survey attended company-paid certification

training this year.) His employer paid for it, but he has spent months studying. He didnt pass on

his first try, and hes studying to take it again this year. Its an exercise in discipline, he says.

Davies is not certain certification would translate into higher pay, but he does thinks it makes him

more valuable. Its like being a CPA, instead of just an accountant, he says.

Anecdotally, companies seem a bit more anxious to hold onto seasoned business technology talent

in their organizations, perhaps realizing from the last round of layoffs only five or six years ago

that such expertise isnt easily replaced or outsourced. For the most part, though, money isnt part

of 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, down

from 27% last year.

David Kline, CIO at Discovery Communications, which owns Discovery Channel and other media,

says hes 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., Klines insisting that people take compa-


Company Retention Efforts

Note: Multiple responses allowed


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


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ny-paid training to build out skills needed to make their IT work customer and business processfocused. People who cant or wont make the transition will be let go. Were more aggressive

about this, he says. We want to make sure weve 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 goal

right 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 have

been put on hold, the company forgoes some software and hardware purchases, and it renegotiates

with IT vendors whenever possible. Most people who leave arent being replaced, except for spe-

cialty areas. But employees still got raisesthough 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 the

outsourcing fears werent overblown five years ago, says Weissler, whose company doesnt out-

source much. But now companies have a better sense of where theyre willing to take the risk of

handing over IT to others. Outsourcing isnt a fad, but it does go in cycles, he says. While

respondents see outsourcing hurting the U.S. IT profession overall61% say there are fewer

jobs availablemost dont think its hurt them. Seven out of 10 say outsourcing has had no

impact on their careers, while 14% say theyve got expanded responsibilities.


Impact Of Slower Economy



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


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A bigger impact than outsourcing is clearly the economy. One-third of IT pros in our survey say their

pay has been frozen or cut as a result of the economy, but an equal number say theres been no

impact. Van De Voort believes some companies are being more careful about letting experienced IT

talent go right now, because they cant affordif the economy picks up or they try to cut costs

through focused projects nowto give IT people a long time to get up to speed on company and

industry practices. IT will continue to be a good career where people combine knowledge of technol-

ogy with industry, he says. Thats one reason to watch the industry trends closely in this years survey.

Industry Impact: More Important Than Ever

The 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, so

switching industries becomes more difficult for tech pros. It pays to keep an eye on industry pay

trends. 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 doesnt pay? It does if its for the federal government. For staffers, the

median total compensation of $96,000 topped all but the IT vendor and securities industries, and

tied biotech. For managers, though, its a different story, because theres less bonus potential.

Federal IT managers earned a solid at $115,000 total compensationin the middle of the pack

but well short of top pay such as biotech/pharmaceuticals $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 industry

norm: $77,000 for staff, and $102,000 for managers. And its not immune from economic down-

turns, as people put off elective procedures or cant pay bills as they lose the health insurance along

with their jobs. Health care IT, however, should get some lift from the approximately $20 billion in

federal stimulus spending earmarked for electronic health initiatives over the next several years.

Bernie Lubitz isnt feeling that gain. As director of telecommunication technology, hes 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 implemented

a salary freeze throughout the organization as its admissions have dropped and non-paid services

have gone up due to the economy. Still, Lubitz and his colleagues are happy to have the added

project work around digitized records, since it does provide an extra boost of job security.

Blaine Sundruds employer, software maker Digital Technology International, has put in place a hir-



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Base Salary By Industry



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


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What Matters Most


Base: 6,461 IT staff and 5,949 IT managers


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 companys 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


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ing freeze, but it hasnt had layoffs and will probably have raises in the coming year similar to

what they were last year, about 2% to 5%. While the company sells software to the struggling

newspaper and magazine industry, Digital Technologys 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 at

the company may be lower than pay other techies get in this mini tech valley. But weve got

a good corporate culture, he says, which is trying to avoid layoffs, so people dont hop

around, he says. That kind of corporate philosophy is a priority for about one-fifth of IT

staffers, and for even fewer managers. Base pay, on the other hand, is tops for both groups.

This years data makes it clear that industry trends will play a big role in pay.

Geographic Differences

IT pay trends are clearly tracking whats happening to the leading industries that drive regional

economies. And it appears that IT staff is hit a bit harder than managers, based on comparing

raises 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 years

ago, 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 payin good times and bad. Its

median 3% base pay increase for managers and staffers tops the regional list. However, its not

as if D.C. particularly lags other regions in the good times. In 2007, D.C. also had the highest

median staff raise, and the third largest for managers. One of the biggest drop-offs came in the

Seattle area, where median pay increases for managers fell from 5% in last years 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



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Minneapolis for managers at $97,000, which is the only region where the median managers

base is under six figures.

That doesnt mean people like Barbara Burkey are running from areas like Minneapolis. Burkey

is 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 IT

directors. 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; shes notso sure those jobs will be brought back this time.


Management Salary Increases By Metro Area

Base: 5,949 IT managers in 2009, 4,573 in 2008, and 3,720 in 2007


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


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Burkey plans to stay in Minnesota, as shes helping care for elderly parents, so shes tossed in a

ring to do senior-level project consulting, something shell likely pursue until, ideally, landing

another IT leadership job.

UnemployedOr Perhaps Consulting

U.S. IT unemployment data, based on Bureau of Labor Statistics household surveys, showed a

surge 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

Note: Median salaries in thousands of dollars



What is your annual base salary?

$129

$120

$120$120

$115

$114

$110

$105

$105

$105

$105

$104

$97



New York/Northern New Jersey/Long IslandWashington, D.C./Baltimore




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


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Dave Clark, a 30-year IT veteran in the Seattle suburbs, has been unemployed since

September, the longest stretch hes ever been out of work. Having sent out about 400

resumes, hes landed a half dozen responses and two job interviews. Im a soup-to-nuts IT

guy, says Clark, whose last job was as IT administrator at a small company that distributes

heating and air conditioning equipment. He is getting by with short-term, project-oriented

work, with the longest gig so far lasting a week. Clarks last job included working a lot of

weekends, but in all he only worked two days a week, and pulled in $60,000 a yearnear

the median pay for general IT work of $69,000. It was lucrative, he says. Clarks hopeful

hell another good-paying IT job soon.

Many IT pros like Burkey in Minneapolis and Clark in Seattle turn to consulting or contracting

while out of work at some point in their careersone fourth of staff and 12% of managers

doing consulting say theyre in it because they couldnt find work. A recent report by Mercer,

using data from Gartner, found that the use of IT contractors was on the rise in 2008to


Reasons For Consulting

Note: Two responses allowed

Base: 202 staff and 140 management-level IT contractors/consultants


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%

Couldnt find a full-time IT job

10%

7%

Other

Staff Management

Figure 8


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10.6% of IT staff, up from 4% in 2007and 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 to

our 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 most

common motivator. Our respondents have been at the consulting gig for quite some time to hit

those six-figure marks, with a median tenure of five years for staff and six years for managers.

Career Outlook And MotivationThe recession hasnt dramatically damaged how IT pros view their own career prospects, or

brought a notable shift in what theyre 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 its

still less than half who cite it as a key factor. Likewise, financial stability of their employer

rose this year, but less than a fourth cite ita 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, have

risen in importance since the last recession, and both held steady this year (see Figure 5, on

page 15).

Bryce Morrow, chief technology officer at The Beck Group, an architecture and construction

firm that posted revenue of about $900 million in 2008, says that his 12-member IT is just as

busy as during more economic robust times, but its working on different kinds of projects.

Thats because Morrows team is addressing the many smaller projectsincluding moving some

legacy system applications to Web applicationsthat get put on the back burner when his


Contractor/Consultant Compensation





$101Staff

$130

Management

Figure 9


21/59




team are tied up with larger, more expensive expansion projects. Morrows team is doingstrength 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 come

into the office today, he says. In fact, there isnt 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 dont seem to have the same doubts about their career paths that they had in


Staff: Overall Satisfaction Trend



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


22/59




the last recession in 2002 and 2003, when salaries fell quickly from their dot-com inflated

perch, 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 the

current salary and hiring freezeas opposed to 4% to 5% raises in past yearsas needed to

protect jobs today. He also sees job security in coupling technology skills with niche expertise

and experience, as he has in the legal industry. I love my career, and the IT market is stable

now compared to others, he says. Still, he thinks its a tough market today for people to comeinto new, without that industry base. In all, job insecurity has grown only slightly this past year.

Heres whats surprising. A healthy majority of IT people feel fairly secure in their jobs and sat-

isfied with their pay and responsibility; most dont 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 its as promising a career as it was five years agowhich is 10 percentage points lower

than in 2008.

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


Staff: Job Security Trend



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


23/59




ogy expertise and industry relevance stays high. I believe IT is still an extremely viable career

path, 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 pastand more

secure than jobs in the tech industry sector itself. Thats because while companies have been

delaying 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 IT

profession 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 World

This years 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 many

industries and geographies, but pay and job satisfaction have held up reasonably well. Yet the

turmoil a downturn like this causes in individuals lives cant be underestimatedfor instance, it


Staff: IT Career Path Trend



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


24/59




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. Its not

a great market, but I dont believe its a dead market, he says. Beller has heard of CIO open-

ings in Ohio, Massachusetts, and Washington D.C. Hes not keen to relocate from the New

York area with a daughter in her junior year of high school, unless the position presents an

incredible opportunity. So with several partners, hes 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 in

India, including its help desk, and 50 people in New York, including programmers, messaging

administrators, and SAP talent. Beller thinks all but about two in the New York area have

found jobs, including some doing contract work.

Ned Young hasnt been so lucky. The 2005 Yale graduate with a degree in Political Science was

director of the IT project management office, which had him straddling business functions,

operations, and technology, managing application development efforts, and providing a liaison

between business users and a technology team. That business-technology blend is important

these days, but Youngs finding he might be short on tech chops for many project managementopenings, which call for experience in specific technologies and systems. Hes staying opti-

mistic, but he is also considering certification in project management to play up his strong suit.

I think Ill 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 Avi

Sonpal, who was Steve & Barrys VP of international operations, which supported all of the

companys sourcing operations, plus back-office support for HR, finance, and IT. About 100

people 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. Now

its taking a month to four monthsincluding 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 of

those former Steve & Barry workers is 10% to 20% less than what they were previously mak-

ing, he says. Its a new reality compared with recent years, a hard comedown that IT pros who



25/59




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 were

overrated. Sonpal says most of his former colleagues are earning $500 to $2,000 a month,

depending on their skills.

As for Sonpal, hes trying the entrepreneurial route. He has formed Unisource Ventures to pro-

vide business process outsourcing to specialty retailers, joining with several former leaders of

Steve & Barrys Indian operations to offer services from design to merchandising. Bellers new

company plans to offer consulting to U.S. retailers using Unisources 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 support

jobs to ones tied more closely to business functions and industry knowledge. That presents its

own challenges, as this downturn shows, when the industry a person has specialized in takes a

hit. 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 that

depend on a mix of technology and business knowledge.



26/59

Appendix


2 0 0 9 I T S a l a r y S u r v e yIn f or ma t i on W e e k a n a l y t i c s .c om


Salary Growth Rate

Note: Median base salary in thousands




$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

Note: Median compensation in thousands



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

Note: Median percentage change in base salary



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


27/59

Appe

ndix




Increase In Compensation

Note: Median percentage change in total compensation



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

Note: Median base salary in thousands of dollars

Base: 1,827 female and 10,588 male IT professionals in 2009



$72$68

$65

Female staff

$80$75$75

Male staff

$92$88

$90

Female managers

$102$98$98

Male managers

2009 2008 2007

Figure 16

Figure 17


28/59

Appendix




Compensation By Gender


Base: 1,827 female and 10,588 male IT professionals



$72$96

Female

$82$108

Male

Staff Management

Pay By Gender And Experience


Base: 1,827 female and 10,588 male IT professionals



$57$73

$82

Female staff

$60$80

$90

Male staff

$70$90

$100

Female managers

$76$100

$110

Male managers

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

Figure 18

Figure 19


29/59

Appe

ndix




Hourly Rate For Contractors/Consultants

Note: Median dollars per hour



What is your current average hourly rate?

$57

Staff

$85

Management

Base Salary For Contractors/Consultants





$100

Staff

$120Management

Figure 20

Figure 21


30/59

Appendix




Increase In Compensation For Contractors/Consultants

Note: Median percentage change in total compensation



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

Note: Median percentage change in base salary



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

0%

Staff

2.7%

Management

Figure 22

Figure 23


31/59

Appe

ndix


2 0 0 9 I T S a l a r y S u r v e yIn fo rm at io nW eekanalyt ics . co m


Staff Base Salaries By Job Function

*Low base, use with cautionNote: Median base salary in thousands of dollars




$90

$90

$90$89

$88

$87

$87

$85

$80

$79

$78

$75

$75

$74

$70

$70

$69

$67

$53



Web infrastructureSecurity



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


32/59

Appe

ndix




Management Base Salaries By Job Function






$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


33/59

Appe

ndix




Management Compensation By Job Function






$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*Database analysis and development

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


34/59

Appe

ndix




Staff Salaries By Title


Note: Median salary in thousands of dollars




$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


35/59

Appe

ndix




Management Salaries By Title



Data: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


36/59

Appe

ndix




Staff Compensation By Title


Base: 6,461 IT staff in 2009, 5,080 in 2008, and 3,561 in 2007Data: InformationWeekAnalytics 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


37/59

Appe

ndix




Management Compensation By Title





$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


38/59

App

endix




Salary By Company Revenue





$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


39/59

Appe

ndix




Salary by Age





$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


40/59

Appe

ndix




Reasons For Bonuses

IT_Salary_chart_28


Base: 2,878 IT staff and 3,229 IT managers who receive bonuses


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


41/59

Appe

ndix




Non-IT Positions


Base: 3,530 IT staff and 3,374 IT managers who have worked outside of IT


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

27%30%

Operations/supply chain/manufacturing20%

22%

Marketing/sales

9%15%

Finance

3%4%

Human resources

53%47%

Other

Staff Management

Figure 34


42/59

Appe

ndix




Staff Base Salaries By Metro Area

Note: Median salaries in thousands of dollars




$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


43/59

Appe

ndix




Staff Pay Increases By Metro Area

Note: Median percentage change in annual base pay



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


44/59

Appe

ndix




Rewards For Next 12 Months




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 lines14%

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


45/59

Appe

ndix




Training Valued

Note: Two responses allowedBase: 6,461 IT staff and 5,949 IT managers


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


46/59

Appe

ndix




Paying For Training




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


47/59

Appendix




What Matters Most To Staffers

Note: Seven responses allowed




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


My work (job) is important to the company successSkill development/educational/training opportunity




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


48/59

Ap

pendix




What Matters Most To Managers





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





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


49/59

Appe

ndix




Management: Overall Satisfaction Trend



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


50/59

Appe

ndix




Management: Job Security Trend



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



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


51/59

Appendix




29%

11%

Economy Impact On IT Career Security



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

60%

Less securethan most others

As secureas most others

More securethan most others

47%

18%

14%

IT Outsourcing Practices


Is your organization outsourcing some of its IT jobs?

5%

16%

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

Dont know

Yes, outsourcedto a company/companies

in the U.S.

Yes, outsourced to acompany/companies offshore

No

Figure 45

Figure 46


52/59

Appe

ndix




Impact Of Outsourcing On 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%

Its an important aspect of global business growth

Salary Survey 2009 Information Week

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