Retaining Technical Staff IS Possible
By Bob McGannon

Retention issues cause nightmares for many managers across the country. Questions without easy answers repeat themselves with haunting consistency. How can I keep my key technical team members when people are on the hunt for them on a daily basis? The money seems so abundant when another company seeks one of my trained staff; How can I compete with this? How can I ensure my technical plans can be carried out when I can't rely on my staff being here from one day to the next?

Many managers feel crippled by the retention issues that plague their organizations. A feeling of hopelessness is fed by an inability to process pay increases to match what key staff members say they are being offered. Probing and tempting offers that come via communications to staff members from outside the company - even from former staff members you believed were dedicated to your company - cause frustration. The emptiness of what is perceived as a total lack of control of a "bad" situation causes a crippling lack of action: The feeling of being unable to do anything manifests itself in a departure from the character that made you a manager in the first place. Instead of "going for it" you "get run over by it".

Proactive action, and an analysis of the environment you are providing for your employees can reduce the unwanted attrition you have in your organization. You won't get results from this in a day, but the long-term effects can be substantial. Starting with the basic question, "What makes our environment a compelling place to be and work?" take a look at the following areas of your business for answers to debug your attrition problem.

Growth Opportunities: Does your environment provide the promise of new, larger or compelling assignments for the ambitious technical professional? Many employees who switch companies cite the lack of opportunity in their current position or area as a driving force for their job change. Are you taking your best people and giving them opportunities to engage in new business, drive new technology or be a part of "high profile" initiatives occurring within your company? (If your answer to this is "We have no new initiatives occurring in my company?" - you may want to look at making a change yourself! With change and improvement in customer service being so prevalent today, you may want to examine the long-term viability of your business!)

Some managers may see the employee growth factor as being a risk - you could be giving your employees the opportunity to market themselves outside the company. The counter to this argument is this: If you need to get the work done, and you didn't expose one of your key employees to the opportunity, you would have to add, buy or contract the work. Taking in a new employee and training him/her is very expensive, probably more expensive than training the employee you already have!

The growth program that will keep your critical employee in your business is one that is designed jointly with the employee. What interests does the employee have? What are their aspirations from a career standpoint and from a technical knowledge standpoint? Determine which individuals in your organization - other than you - can support and promote the employee. Be prepared, this may lead to the instance where key employees leave your department or move elsewhere within your firm. This can be difficult, but this certainly is much less difficult than losing your key employee to another company - especially if that company is a competitor!

The perceptions your employees have of your company as a source of growth is critical to your retention objectives. If you aren't sure of the perceptions of your employees, ask them! You may also look closely at your organization and procedures and ask yourself these questions: Do you have any formal growth programs for your key personnel? Are they consistently and enthusiastically challenged across your organization? Are you encouraging networking by your employees, both in and out of your company? Do you have a formal mentoring program? Do your strategic personnel consider your mentoring program viable and valuable? When was the last time you received formal input from your employees on the mentoring program?

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