Skilled IT professionals are difficult to come by, as experienced IT leaders know. In this fast-paced technology era, they are even more difficult to keep.
It’s the long-awaited Great Resignation, as evidenced by record-high turnover rates recorded by IT companies and functions. According to an August 2021 survey conducted by Everest Group, more than a third of respondents said their attrition rates had increased by more than 11% in the previous quarter, with an average increase of 10.5 percent.
Employees in the technology industry have never had more possibilities to enhance their skills online, network at virtual events, and work remotely without relocating to tech hotspots than they do now. They can simply dip their toes into multiple pools and switch streams. And, after months of toiling to keep their organizations afloat in turbulent times, the desire to find calmer (or more rewarding) seas is strong.
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It might be challenging to persuade CIOs to keep their finest staff. They should urge their key players to pursue new chances and open doors while also enticing them to stay with the company.
In the coming days, maintaining retention will need some effort and elegance. Here are some steps IT leaders should take to keep their best and brightest employees in-house.
One issue to think about for leaders is whether they have the necessary processes, systems, and mindsets in place to detect smoke in the shop early enough. Leaders should be acutely aware of early warning indications that they may have a retention problem right now.
Given the present market’s attraction, every IT leader should assume that their team members are at least looking about and implement processes and tools such as pulse polls and feedback loops to keep up with the current situation.
It is vital, but not sufficient, to keep track of leading signs of turnover in a systematic and recurrent manner. It’s critical to look beyond the traditional methods of gathering feedback, such as engagement surveys. Businesses require a system that is much more real-time. It’s vital to stay close and keep an eye on where everyone is.
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IT leaders should make it a habit to check in with their teams on a regular basis. IT leaders should be aware of the warning signals of fatigued or disengaged personnel. Leaders need to make an effort to stay connected to their people and understand what inspires them, especially in a virtual work environment.
Adding a human element to a job can help to personalize it and build a connection amongst employees, making it more difficult for them to want to quit.
The demand for talent is high, and leadership flexibility will always be required to fulfill individual team member preferences and requirements to establish and nurture a team of happy, productive, and engaged individuals.
Prioritizing team members’ well-being over strict adherence to the process will pay off more than rigid commitment to process over individuals. IT experts frequently put in greater hours than other employees. IT managers should understand how important it is for their staff to be able to balance their personal and professional life.
IT leaders should stay on top of things and be aware of how people are truly feeling. As a result, it’s critical to make it easier for team members to express their worries and desires.
People leave for a variety of reasons, including greater income, more flexible hours, and more opportunities for professional development. IT leaders should allow them to express their needs so that IT management can figure out how to address them within. IT leaders can collaborate with HR departments to hold focus groups and collect data on more difficult issues, or they may use intranets and in-house social media platforms to conduct more frequent check-ins and collect input.
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Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
