Retaining Good People

This is largely common sense, but I’d bet there’s a large number of IT shops out there that haven’t picked up on this yet.

Do you want to keep the best people on your staff?

Make sure you have career paths for them.  If there aren’t clear avenues for people to be promoted or advance, it means they will be forced to look outside your organization to move up.  Those who are talented or work agressively to advance will be forced to leave as they become more skilled. 

If you are in an industry where prior domain knowledge is prized during the hiring process, that also means you will likely lose them to your competitor.  Ouch.

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4 Responses to Retaining Good People

  1. Kyle Baley says:

    I dunno, “solid career path” wouldn’t make it on my list of must-haves for a job. There are a few things that come into play but for the most part, it comes down to two criteria:

    - Will I make enough to support my family?
    - Will it be fun?

    I’ve grown too distrustful of companies to give any credence to things like career paths, pension plans, stock options or basically any benefit that has a “future” aspect to it.

  2. Evan says:

    @Kyle,

    Yes, I agree. When getting hired, future options aren’t real high on the priority list.

    That changes though after you’ve been there quite a while (for me at least).

    It’s more about *keeping* good people–not about having a carrot to bring in fresh talent.

  3. Colin Jack says:

    @hoffe
    Totally agree, especially cause if you lose good people then the other good people are going to start thinking about their own positions

  4. Tim Barcz says:

    @hoffe

    I’m always surprised at this as well. Keeping your talent should be high priority. If talent leaves, the monetary loss is significant in loss of productivity while training the new person and getting them up to speed.

    I left a job in the past because raises and career path were non-existant. They searched for a replacement and finally found one, for 10k more than I was making who took 6 months (paying me hourly consulting rate to get him up to speed). All of that when they could’ve just given me a raise…makes no sense some times.