IT Benchmarking · Greece
Using IT Benchmarking by Cordus to Support Better HR Decisions
A Greek company wanted to make more informed decisions about its IT workforce. Cordus used IT benchmarking to give it a clear view of the external market — and to turn that evidence into practical HR actions.
- Client
- Greek company (under NDA)
- Focus
- IT workforce management
- Region
- Greece
- Services
- IT benchmarking · HR advisory
- Engagement
- B2B
A Greek company wanted to strengthen its approach to IT workforce management and make more informed HR decisions.
As technology roles become increasingly specialized and competition for skilled professionals intensifies, relying on internal assumptions alone can make it difficult to determine whether roles, salaries, benefits, recruitment practices, and career structures remain competitive.
Cordus therefore used IT benchmarking to gain a clearer view of the client's external market and identify where its current HR practices could be improved. The objective was not simply to collect market data, but to translate benchmarking insights into practical organizational actions.
Steps taken
- 01
IT roles and internal structures were benchmarked
Cordus compared the client's IT roles with relevant market benchmarks to identify potential inconsistencies between similar positions. The analysis provided a basis for reviewing job architecture, career levels, grading, and internal equity.
- 02
Recruitment challenges were examined
Where specialized IT roles appeared consistently difficult to fill, benchmarking helped identify areas for action. Cordus could consider whether changes were needed in sourcing channels, geographic reach, recruitment processes, or compensation to improve access to scarce talent.
- 03
The employee value proposition was assessed
Benchmarking benefits and other employment conditions against the market enabled Cordus to identify areas where competitors might have a stronger offering. This created an evidence-based starting point for reviewing the employee value proposition rather than making changes based solely on assumptions.
- 04
IT turnover was considered in a broader context
Where turnover indicators suggested potential retention challenges, benchmarking encouraged the client to look beyond salary. Compensation, career progression, workload, management quality, flexibility, and learning and development opportunities could all be considered as potential factors influencing employee decisions.
- 05
External hiring was balanced with internal development
For critical technology skills that were difficult to recruit externally, the client could use the benchmarking findings to assess whether reskilling and upskilling existing employees would be a more sustainable solution. This approach is particularly relevant in 2026, when organizations are placing increasing emphasis on developing existing talent and retaining valuable institutional knowledge.
The main value of the benchmarking exercise was not the benchmarking data itself, but the better HR decisions it enabled.
The numbers
The results
The main value of the benchmarking exercise was not the benchmarking data itself, but the better HR decisions it enabled.
Our client gained a structured basis for identifying where its IT workforce practices were aligned with the market and where further action could be considered. Instead of treating individual HR challenges in isolation, the company could connect market evidence with decisions around job architecture, compensation, recruitment, benefits, retention, and employee development.
The approach also shifted the focus from reacting to individual workforce problems to making more strategic, evidence-based decisions. For example, difficulty recruiting a specialized IT professional did not automatically mean increasing salary; it could lead to a broader review of sourcing strategy, geographic reach, role design, or internal talent development.
Similarly, higher IT turnover could be investigated through multiple dimensions rather than assuming compensation was the sole cause. Most importantly, benchmarking provided Cordus with a foundation for deciding where to invest in external recruitment and where to build capabilities internally. In a technology market where critical skills can be scarce, developing existing employees can preserve institutional knowledge, strengthen team cohesion, and create a more sustainable talent strategy.
For Cordus and its client from Greece, IT benchmarking therefore became more than a market comparison exercise. It became a practical tool for turning external workforce intelligence into better-informed HR and organizational decisions.