June 11, 2012, 1:26 PM — Edward Martin of George Washington University Ask a Premier 100 IT Leader Edward Martin Title: Deputy CIOCompany: George Washington University
Martin is this month's Premier 100 IT Leader, answering questions about pay equity, indispensable skills and how to become a CIO. If you have a question you'd like to pose to one of our Premier 100 IT Leaders, send it to email@example.com.
My company has fallen well behind the average compensation in our area for several IT positions. I've lost many people in my group, and it seems to be accelerating. But when I've talked to management about bringing our pay in line with local industry, I've been told that we just don't have the budget for increases. How can I argue my point more persuasively? Many IT leaders face this challenge. The answer depends upon the IT area with which you are struggling to maintain equity to market. For areas that are becoming more commoditized, such as data networking, data center, help desk, imaging and deskside support, present alternatives to management that may need to include outsourcing or external help. Frame options with an attention to service levels and impact. For areas that are more specific to your business and processes, such as business analysis, project management, systems design, process management, or contract management, you should frame requests in terms management will understand. Propose a plan to bring the area into equity to market. Managers generally embrace plans that either emphasize shareholder value or minimize risk. Most importantly, base your proposal or recommendation on facts, not emotions or opinions,. Your HR department can be your partner in providing market equity data, so consider enlisting them.