Kathleen Melymuka

Computerworld's 2003 Job Satisfaction Survey uncovered the kind of grumbling that will lead to IT brain drain.

The "emergent" worker crosses all boundaries of age, education, industry and company size, but IT workers are among the most emergent, according to Spherion. Here's how emergent workers differ from traditional employees.

Spotting strategic decayLeaders often miss the signs when business strategies start to decay, says Gary Hamel, director...

As manager of the program control office at Main Street America Group, Paul Freitas oversees IT projects at the insurance company's Jacksonville, Florida, offices. He makes plenty of deals with vendors, but some of his toughest negotiations involve prying human resources from hard-pressed internal managers.

It's always about the stars, the A players on the fast track to bonuses, promotions and glory. IT leaders will do nearly anything to get them -- and keep them. But what about the rest of us?

In 1999, the Wharton School of the University of Pennsylvania launched Knowledge@Wharton (http://knowledge.wharton.upenn.edu), an online research and business analysis journal designed to go head-to-head with the Harvard Business Review by offering business insights and research.

If IT leaders understand that motivating geeks is different than motivating other employees they can get a lot more return on what is a company's biggest investment -- its people. That was Paul Glen's message here today at the Computerworld Premier 100 Conference.

Most large companies don't have succession plans, and even those that do don't plan as deeply through levels of staff as they should.