Regulatory compliance: Not just an IT security concern

  • Even a minor change in regulatory compliance rules can have a ripple effect throughout an organization's budget.

  • Successful talent management can promote higher levels of employee engagement and productivity.

As part of my ongoing series about issues that keep CIOs up at nightI thought I would delve into a couple of non-related concerns that are not specific to IT but are worrisome nonetheless. The first is regulatory compliance and the second is talent management.

Regulatory compliance

Industries are experiencing the impact of increased regulatory scrutiny, and there’s even more scrutiny to come. As government agencies extend their reaches, it’s no longer sufficient for companies to look through a single lens; they need to draw upon the depth of data analytics and planning that are now available in order to keep their companies compliant.

It is not enough to just conform to compliance rules. IT must attain compliance as well as take advantage of the rationale that put the rules into effect in the first place. I view this as an opportunity to focus your efforts and turn this to your advantage.

Data retention

One of the issues with compliance support is data retention. There seems to be a conflict between keeping the range of data required and maintaining user privacy and information security. Some data retention laws and regulations ask for the retention of extensive records (user activity) beyond the time necessary for normal business operations. With new laws coming out that demand data retention that don’t match an individual’s personal expectation, CIOs can experience real concerns. These requirements need to be understood and baked into the organization’s processes.

Even a minor regulatory change can have a ripple effect through an organization’s budget, so flexibility and awareness of the implications are important in planning.

Talent management

Talent management issues have been compounded by the expanding range of resource options, including the increased use of contractors, off-shore workers, outsourcers, service providers, and other hires beyond the full-time staff. The complexity is compounded by the shifting skills required for today’s jobs as well as the fact that baby boomers are retiring.

Many IT leaders believe succession management is important to the success of their organization and that it’s also important to their own personal success. It is a critical component of talent management, because it provides career advancement opportunities and serves as a powerful retention tool.

Organizations can identify future leaders, build a pipeline of high-potential talent, and gain insight into their employees’ career goals. Meanwhile, employees receive a clearly communicated path for advancement that includes criteria for success, promoting greater feelings of satisfaction, higher levels of engagement, and increased productivity.

Organizations that excel at talent management:
  • Invest in their employees (both the soft and hard skills)
  • Focus on closing skill gaps
  • Identify and cultivate future leaders earlier in their careers
  • Have robust succession plans in place

Talent management requires a long-term, disciplined approach that measures its effectiveness – like any other strategic effort. Make sure to keep the above in mind when considering talent management.


Charlie Bess is an independent IT Consultant. He is the author of this blog and all opinions are his own. AT&T has sponsored this blog post.


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