IT, Attrition and Business


It’s been a while that I am a part of mid-level management working with senior leadership and technical developers of the company. As a part of decision makers as well as the receivers, I am very well accustomed with issues faced by both ends. The decisions are made at organizational level and for the organization as a whole. They may be suitable for some, forced for some and then there are others who just don’t care.

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Bell curve, hierarchy management, promotions, hikes, etc. are all levers which can ruin or better the relationship between a company and its employee.

Gone are the times when there was a scarcity of good engineers and companies were like families. Today, we are producing engineers like chicken eggs. Every street has 5 out 10 people as engineers. With such a huge number and expansion of the industries, the same resources aka engineers are treated as labors with no labor laws to protect them.

Below are the points that force a person to resign or switch.

  1. Money – Believe it or not money does matter. Yes, at senior management level, it is really tough to release due to budget constraints and limitations but it needs to be as per industry standards. If you think you are giving salary as per the standard, check your attrition.
  2. New Learnings – This is the 2nd most important point. Keep your workforce up to date. Not just C# and Java or Oracle and SQL, make your workforce take training on things like analytics, cloud, adobe technologies, etc. Basically the technology of the future. And make sure you give them time to take those training by holding their manager responsible for the same.
  3. First and second level managers – Your business, your workforce, your quality and your numbers will only increase if you have good first and second level managers. Many times we promote idiots to these level just because they lick their senior’s ass. (Sorry, I am really blunt)
  4. Opportunities – Rotation of an engineer is important (if he wants). There are times when an engineer keeps working on a project for more than 5 years. His plight is never understood in the name of project requirement. Trust me, you are just forcing him to resign. Because he has no experience of rotation and no time, he will not consider changing the project but the company altogether.
  5. Visibility – It’s important to give your engineer some visibility with senior management. These are the guys who leave their families to come and work for you. Take that into consideration and meet these guys and have an unofficial conversation like an ice-breaker.
  6. Better enabling teams – Admin, HR, workforce planners, recruitment and PMO like teams should be enabled properly. The ice-breaker sessions will tell you what issues are at the bottom level. There may be some idiotic policies which might be irking your people. And this brings me to last point.
  7. Automation – Certain policies and certain procedures in the company need to automated. Rather than having manual checks, automate stuff. This would reduce the cycle time. A person won’t have to beg some other person for approvals and getting work done.

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I know at senior leadership level, we have an issue with why can’t these engineers see the whole picture and think at organizational level. But we need to understand that today’s generation is living in high cost of living and trying to be up to date. For this, they are bound to focus on themselves. They have a family to take care. You reached senior leadership level during the time when fight to survive was slightly easy. It’s a firefight out there.

Take some action to save your people. They are “your” people. Make the company a family again! And trust me, it’s not just money.

Think about it…

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