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East Coast vs. West Coast In the Quest For Young Programming Talent
McGruber writes "The Wall Street Journal is reporting that tech interns are in high demand in the Bay area. According to the author, 'Technology giants like Google Inc. have been expanding their summer-intern programs, while smaller tech companies are ramping up theirs in response — sometimes even luring candidates away from college.' Meanwhile in NYC, CIOs lament that they are unable to retain 20-something techies according to a report in Network World. Says one CIO, 'It puts us in a really uncomfortable position to have this kind of turnover because knowledge keeps walking out the door. We invest in training people and bringing them up to speed to where they need to be, and boom they're gone. That has been my biggest struggle and concern.' It's the pay, stupid!"
"We invest in training people and bringing them up to speed to where they need to be, and boom they're gone"
as opposed to, say, employees who spend 30 years at a company, and then have their electronic ID turned off one day without anyone telling them, and someone sends them a text message saying 'we will mail you your stuff'.
you just FIRED all those old people in order to make room for the 20 somethings, so that you wouldn't have to pay health insurance or deal with their maternity leave or, you know, ability to understand their rights as employees.
you think the 20 somethings didn't see this happen? you think they don't know what you did? you think they don't understand how the game works?
where did these kids learn to be disloyal? they learned it by watching you!!!!
They do exist and are more likely to stick around
They certainly are. Hiring older people (assuming you pick the right ones) is a treble whammy: greater depth of experience, much lower training requirements, and no desire to be heading out the door in a few months (unless you dump on them). Downside: you have to pay them more. Upside: they'll probably be 100x more productive from day 1. Plus they know shit that the younger ones (and the CIO) simply have no clue about, which can save the company from making silly mistakes out of ignorance, if they're smart enough to take advice.
Most CIOs, however, don't think like this. They lose. Game over. New game?
OH, the horror. People don't appreciate that we give them a job and a paycheck. They should be grateful.
Of course, the first time the market slows or we can hire someone cheaper, we can show them the door. After all, we're the employees. We only owe them a paycheck for as long as we need them.
Somehow, I can't garner much sympathy for the poor CIO/CEO/CFO/CPHBO that can't keep staff. They've seen what's happened to their parents, older siblings, and friends at companies, and learned the lesson well. Watch out for number one. Your company, despite all it's statements about loyalty, only looks at the bottom line. That's fine, but loyalty is a two way street, and company's are discovering people care as much for them as they do of their people.
I've seen loyalty - in the military - but it's a loyalty because you know the person next to you would die for you and you'd do the same for them. Most company's have no idea what loyalty is, and will learn, as we used to say "Payback is a MF."
I anticipate, once the economy picks up, a lot of companies are going to be crying about how they can't keep employees despite all they "did for them in the recession" (like layoff people with 3 days notice, demand pay cuts, etc) and how horrible it is.
We're fast becoming a nation of hired guns - which is fine, and as things like health insurance and other "benefits" provided by companies become more portable you see more and more people selling themselves to the highest bidder and moving on whenever a better gig comes around. I'd almost see a return to the guild system - where individuals band together to get group discounts and find work but essentially are freelancers; a modern version of a union hiring hall.
I'm a consultant - I convert gibberish into cash-flow.
I am one of the 20-somethings who have followed this similar career path.
Simply put - I stay at a company until I feel there is nothing more to learn and/or another company offers a greater challenge & opportunity to learn.
Money generally comes with greater challenges, but it has never been my ultimate driving force. This is the reason why I've never (and will never) accept a counter offer.
So how do you keep 20-somethings from leaving? Build a company that constantly researches & implements new technologies. Build a company that contributes to open-source so developers interact with other (better) developers. Send developers to conferences and maybe arrange for them to speak at conferences if appropriate. Allow them to expense tech books. You get where I'm going here. Nothing is stopping your employees from leaving your company for another hot tech company so it's your job to create an environment that attracts good engineers. A boring Java shop with a CTO that is doing nothing to retain talent is only going to be used as a stepping stone to better jobs.
Jason-Palmer.com
In particular, be willing to keep up that sort of thing your whole life, including when you are older and it is harder to do. The reason is there ARE environments that value loyalty, and they'll look at your resume and see you have none. That won't automatically be a "no-hire" but it'll certainly put you behind others that don't job hop.
The university department I work for is big on retention. Major pain in our ass every time we lose someone so we do what we can to hire people who will stick around. It is a good work environment. Pay isn't as good as private sector, of course, but benefits, hours, culture, all very good. I love it and I could conceive staying with it my whole life.
So when we are hiring people, one of the things we look at is length of employment. If I see on your resume that you worked at one company for 10 years, that is a plus. Says to me you may stay put. If I see every job being two years or less, I'm not so interested. I don't want a new co-worker who will get all trained up, start to take on some real projects, work a bit on trying to improve things, and then leave for the next big thing, leaving us to find someone else to try and pick up the pieces.
I have no ill will for people like that, I just don't want to work with them, not in this environment.
Just consider things like that long term. Are you going to want to job hop when you are 40? 50? Because the more job hopping you do, and the longer you do it for, the harder it will be for you to find work at a place that doesn't care for that.
Just remember there ARE work environments that value keeping people around, but they want to hire people who will stay around.
Quoted from the interview:
Years ago, when I was first out of college, IT guys worked round-the-clock. My guys work basically 9 to 5, so I find it interesting that people are complaining. The other big reason that people have left is flexibility. We have moderate flexibility. We do not have work-from-home arrangements all the time, only occasionally. The younger people want full flexibility.
So essentially they're not willing to work unpaid overtime, and they want flexibility, which you won't give them, but other employers will. So they leave. And the manager is shocked. He even admits he knows all this. He even goes on to say:
They don't have the same notion that you go to one place and you stay there for five, 10 or 15 years. But the incentives to do that aren't there anymore because there are fewer pension plans and less profit sharing.
So he's also aware that profit sharing and pension plan improvements would help retain workers. These are easy things to implement (they require some paperwork but it's not like making a massive cultural change level of difficulty). In summary: the manager knows why his people won't stay (they want to work sane hours, be able to work from home, have pensions and profit sharing), but he is unwilling to make these concessions, so people leave after one year. He tops this all off by saying:
The biggest point is to get them aware of and engaged in the new business opportunities here.
How is it a business opportunity for the worker if they don't have profit sharing or a pension? And are expected to work unpaid overtime?
The amount of fail here is staggering