A likely culprit for early employee departure is a separation between business decision makers and IT; this leads to inelegant agendas and unrealistic timelines. Hiring managers must think like an engineer when they create business agendas and assemble project teams around existing systems. Some things just fit together right, but you have to take the time to find out what those things are. Hiring is less about talent acquisition and more about talent engagement.
The shotgun approach will leave you with the wrong talent (if you can even reach lift-off). Or worse: you could get the right talent, and then end up stranded in a place where no one can complete their work. Management has to treat top talent as a scarce resource that must be cultivated. Employee retention is less about talent management and more about talent treatment.
To retain top-talent, here are some tips:
- Ask your tech people to take shortcuts. That's asking them to do a bad job at what they love.
- Add pressure to the tech team. Drop the phrases "ASAP" and "we need to make it work". Ask the team what will work, or why it won't work.
- Sometimes, the systems we use have limitations. Often, poor systems exist because the wrong one was adopted in the first place (due to pressures imposed by management)
- Treat them like a robot (Tech people have feelings, too)
- Ignore the industry and assume you can leapfrog your competitors. Talented tech people are not usually magicians (but they could be).
- Blame IT for everything that doesn't work. Trust me - you don't want their job, but you might have to do it if you keep that up.
- Consider whether better communication and planning by management could've avoided the problem.
- Let IT become part of the decision-making process.
- Ask for feedback about project timelines (and whether they are realistic)
- Try to understand the benefits, as well as the constraints, of the systems you are implementing.
- Consider allowing remote work for responsive admins, designers, and developers.
- It doesn't have to be every day. It can be 1 day a week. It's okay to make them prove their responsiveness over a trial period.
- Build growth opportunities; allocate time for them to learn (and make use of) new skills.