![]() “He didn’t want to get saddled with blame for the company not investing in what he recommended.” Tom Gimbel, CEO and founder of LaSalle Network, a staffing firm, once saw an IT worker quit after his managers opted not to upgrade the security protocols he knew were needed. So do managers who aren’t available to staffers or aren’t open to hearing workers’ suggestions, concerns, and challenges and helping them work through those. Managers who fail to foster teamwork, engage staff members, and provide feedback can contribute to employee turnover. That remains true today, according to recruiters, who hear from recruits the reasons they’re seeking new jobs. There’s an old expression: “Employees don’t quit jobs, they quit managers.” Trusting workers to structure some of their work time in ways that make the most sense for them, their teams, and the tasks they need to accomplish will go a long way toward helping to keep them. Managers must give staffers options on where, when, and how to work, with clear policies that articulate when and why workers may be needed during certain hours or in the office, Shepard says. Nearly 90% of technologists responding to the Dice Tech Sentiment survey said the opportunity to work remotely is a key factor in their interest in joining another organization.Įmployees also want freedom to adjust work schedules, and won’t stay with organizations that still “tell them what to do, when and how to do it,” Shepard says. Tech workers value flexible schedules and remote work options. “There needs to be clarity on technology strategy,” Stephenson says. When that is missing, workers are less likely to stay.ĬIOs, their C-suite colleagues, and board members must work together to incorporate technology into the overall enterprise strategy - a move critical for enterprise success, not just IT employee retention.Īnd if that is happening, CIOs need to communicate it to their teams. “They want to be able to drive change,” Stephenson says. ![]() They want to see that enterprise leaders have a clear technology strategy, see IT as an enabling function and give the IT team the ability to make a difference. Technologists also want to work at organizations that value IT and the contributions IT workers bring. The company also has monthly all-hands meetings that showcase successes, Gajda says, adding that teams also have biweekly retrospectives to discuss progress, new products and features delivered, and the individuals who made all that happen “so the engineers get the visibility they deserve,” she adds. Company leaders articulate objectives and ask engineers to create quarterly key results to achieve so they can see that they’re hitting their goals. LeanIX helps its workers answer those questions by using systems that let them know how their work helps meet enterprise goals. “ Does the work I’m doing drive the company? How does my work improve a product? How well do I understand whether my work is helping solve problems? And how much freedom do I have as an engineer to solve issues?” she says. Workers want to know that they contribute to their employer’s mission and that their work matters, Gajda says. Anna Gajda, vice president of people and enablement at Bonn, Germany-based LeanIX, a maker of technology management software, says it’s one of the top reasons workers give for leaving their jobs. ![]() No sense of impactĮmployees who don’t see the impact of their work are also more likely to leave. ![]() Organizations that have onboarding programs that outline what new hires are expected to achieve in the first six months, and that have managers who subsequently work with employees to together set new goals, tend to have better retention rates, Shepard says.
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