Hiring managers must work within their budgets to hire the staff their companies need in order to remain productive and competitive. Once you’ve determined a need for acquiring talent, the next important question is often whether you should hire a permanent employee, or a contractor.
Each choice comes with advantages and disadvantages. When making this decision, it’s important to understand the needs and core requirements of the position you’re hiring for, and know which type of employment arrangement will be a better fit for both your organization, and the candidate.
What full-time employees can offer
Depending on the type and responsibilities of the position you’re filling, hiring a new permanent employee can allow you to strengthen your organization and improve overall productivity and performance. Some of the advantages of full-time employees include:
- Collaboration: Employees typically work from a central location, enabling your company to foster collaboration and connectivity among staff
- Communication: Most full-time employees share similar work hours, which improves organizational communication
- Long-term productivity: With a full-time employee, the company receives continuous output by dictating all or most of the employee’s assignments and work projects
When should you consider a contractor?
Independent contractors can benefit your organization in a variety of situations. Hiring a contractor is typically a better choice when:
- You’re hiring for a project with a set start and end date
- Your company’s current employees can’t handle the entire project workload
- The current project has tight deadlines for deliverables
- You need temporary, specialized skills or expertise on a project basis, but not for day-to-day company operation
Hiring considerations for independent contractors
Before you begin searching for a contractor, confirm that you have the proper approval for hiring more staff. With project work that requires a contractor, determine your budget ahead of time, and include the target bill rate for the contractor in your calculations. Depending on the type of contractor you need, you may have to adjust your budget and the expectations of management prior to looking for talent.
Armada provides real-time, accurate snapshots of your local market conditions that will help you gauge supply and demand for specific IT employees, both permanent and contract. Accurate data on direct hire salaries and hourly rates can help you create an effective budget for your staffing needs. Contact us today to learn more.
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Weekly meetings can be a great way to track company metrics and keep everyone accountable, solve problems by drawing from the collective intelligence of the team, and review customer feedback and issues that can help your organization improve performance. But they can also be a boring, non-informative, mandatory gathering that everyone in your office dreads.
Of course, you want your weekly meetings to be more like the former, and less like the latter. These tips will help you conduct more effective and engaging meetings that keep your team informed, productive, and looking forward to the next session.
1. Start with the executive team
In mid-sized or large companies, there may not be a need for every department to have a weekly meeting — but regular sessions with the executive team are a must. Smaller companies can condense weekly meetings into a single, company-wide event, while those with more staff can cascade up or down as needed from the executive meeting.
2. Know your priorities
One of the most important keys to effective weekly meetings is to know what you’ll be discussing ahead of time. For best results, determine your top three to five company priorities at the start of each quarter, and for each priority:
- Assign accountability for various goals and results
- Establish metrics and success criteria
You can then structure your meetings around these priorities, and leave each week with measurable results and detailed action plans.
3. Keep a log
Have some way to record the meeting or take notes, so you can refer back and review to look for issues or problem areas that will help to streamline future meetings. Make sure the meeting log includes who said they would do what, and when, to help continually track accountability and stay on point throughout the week.
4. Structure meetings intelligently
For best results, weekly meetings should be relatively short and follow a preset schedule. By planning ahead of time, you can hold effective weekly meetings in 30 to 60 minutes, depending on the size of the group.
Business coaching firm Positioning Systems suggests a strategic and highly effective weekly agenda that includes:
- Good news: (5 minutes) Open the meeting by having everyone share two positive stories — one business, and one personal.
- Numbers: (5 to 10 minutes) Review individual or team weekly productivity metrics, without conversation or comment.
- Customer/employee data: (10 minutes) Discuss recurring issues or problems facing either teams or their customers, and assign at least one issue to a person or group to investigate in the coming week.
- Review accountability: (10 minutes) Review the accountability notes from the previous meeting, reschedule or reassign tasks as needed, and discuss commitments for accountability for the next meeting.
- Collective intelligence: (10 to 30 minutes) Choose a top priority and ask for everyone’s input on the matter. You can also use this section of the meeting for a presentation on one of the company priorities, led by the person who’s accountable for it.
5. End on an informative note
At the close of the meeting, ask everyone in the group to offer a word or phrase that describes how they felt about the meeting. This gives you the opportunity to gather feedback that can be used to adjust future meetings, and ensure that things go smoothly for everyone. Try to end with positive encouragement, so everyone looks forward to next week.
In order to make sure your IT project is completed on time and in budget, you need a great project manager. But how can you spot one? Unfortunately, holding the title of project manager doesn’t always mean that a person can effectively manage projects.
Here are the skills a good IT project manager should have to complete projects successfully, without wasting your time or money.
Organization and multi-tasking
A project manager’s organizational skills can make or break a project. A strong project manager will be able to juggle multiple tasks, or even multiple projects, and track project issues on a daily basis — so they’re spending less time looking for information, and more time managing the project productively.
It goes without saying that project managers should be good leaders, but it’s important to realize that there’s more to manage than the IT team. A great IT project manager is able to take charge of the team, and also lead vendors and stakeholders in order to reach a collaborative consensus.
Good project managers inspire their team to realize the project vision, and maintain strong relationships with key stakeholders that ensure alignment with project goals.
Key personnel in any project will include both technical and non-tech professionals. Good project managers are excellent communicators — able to clearly explain even complex concepts to key stakeholders, and ensure that communication is maintained among all stakeholders as well as between stakeholders and the project team.
Effective communication encompasses more than the ability to translate tech speak. Great project managers will be able to relay both good news and bad news to all staff levels, in a timely and tactful manner. They’ll also understand who needs to know what, when, and how — and ensure that the appropriate information is delivered to the right people, at the right times.
A good project manager will know both how and when to negotiate. With most projects, the IT project manager is working with people whose interests may not align with their own, or who don’t seem to be interested in understanding the goals of the project — or why they should help accomplish them.
Successful project managers develop relationships with stakeholders and determine their interests, which enables them to negotiate cooperation by appealing to the stakeholders’ needs — while still remaining within the objective parameters of the projects.
An eye for detail
When it comes to IT project management, details count. A great project manager will take a meticulous approach to handling project details big and small, and understanding the impact every detail will have on the overall success of the project. Failure to pay attention to details can mean failure of the entire project.
In every project, issues and obstacles will arise — and some will require an immediate solution. A good IT project manager must be able to make critical decisions quickly, arriving at the best possible solution in the shortest amount of time to avoid delaying or derailing the project.
Relevant technical skills
While project managers don’t need high-level IT skills to be effective — after all, the skills brought to the table by the IT project team are crucial to success — an effective project manager must have a firm understanding of the programs, software, and platforms that are involved in the project, or that the company works with regularly.
Great project managers will have enough technical skill to be able to take on some of the project tasks themselves. By completing project tasks personally, project managers can earn the respect of the team, which enables them to work more effectively as leaders.
Traditional and behavioral interviews are very similar to one another, with the only difference being the type of questions that are asked. But behavioral interviews can provide keen insight into the skill set and workplace behavior of your potential candidate. This set of questions is more complex, encouraging the interviewee to provide immediate, unrehearsed answers. If you ask the right questions, you can get a more complete picture of your candidate’s previous success on the job and how they could replicate those efforts at your company.
1. Tell me about a tough problem you’ve faced recently.
This question will not only illuminate the candidate’s previous work experience, but will also give you an idea of the way they think and solve problems. Interviewees may describe interpersonal dilemmas, issues with their work, or even struggles with professional skills like meeting deadlines or leading meetings. It’s a bad sign if they aren’t able to think of an answer — everyone faces problems in the workplace, regardless of the nature of the issue.
Questions that will give you similar insight include:
Describe a time you made a risky decision.
Tell me about how you’ve worked well under pressure.
2. Describe a conflict you’ve experienced with a co-worker or customer.
Behavioral interviews are as much about learning a candidate’s social skills as they are their technical skills. This question will delve into their ability to manage interpersonal conflicts. It’s a good sign if the candidate admits responsibility for the conflict or describes actively trying to resolve the issue. On the other hand, it’s a bad sign if they put all of the blame (and responsibility for resolution) on the other party. After they answer, you will have a good sense of their ability to accept responsibility and their interpersonal skills in the workplace.
Similar questions include:
Have you ever made a mistake? How did you handle it?
Describe a time you handled a difficult situation with a supervisor.
3. Describe a time you dealt with a workplace policy or guideline you didn’t agree with.
With this question, you’ll learn how your candidate navigates the complicated world of workplace diplomacy, as well as the strength of their problem solving and interpersonal skills. Look for interviewees who were able to work creatively with restrictions or were (respectfully) open with their supervisor about this conflict. Take it as a warning sign if they chose to break policy at the cost of their job performance because they felt they were right. Even if this displays initiative, it shows a lack of respect for authority and can be a bad sign of future behavior.
These questions will provide similar background:
What do you do when you disagree with your boss?
Give an example of a time you disagreed with your supervisor’s opinion.
These (and similar) questions can provide vital behavioral information on your potential candidates. They will give you a solid idea of the interviewee’s work history and ways in which that history might inform their future with your company.
More and more employers are beginning to see the impact of workplace happiness on the efficacy of its employees. Higher morale results in increased productivity, lower absenteeism, company loyalty, and a myriad of emotional and mental benefits for staff members. Prioritizing the well-being of your employees can earn you a reputation as a desirable place to work, attracting new, talented candidates and retaining your existing workforce. Below are four strategies that will brand your company as a best place to work in the coming year.
1. Treat your employees like adults.
Treating your employees like grownups can manifest itself in a variety of ways. On one hand, you can give them the flexibility to determine how they work best, whether that’s their office hours or their desk configuration. Always assume that they are responsible enough to manage their individual workloads without constant supervision. You should also try to strike a work-life balance, allowing your employees to focus on their families or their health when necessary.
2. Think outside the box with benefits.
You should always provide your employees with a comprehensive benefits package, but there are other nontraditional benefits that you can offer to improve employee morale, satisfaction, and even their health. If you have the space, offer access to a gym or fitness center, and encourage employees to use these facilities whenever they need to re-energize. Provide healthy food, whether it’s from an on-site café or well-stocked vending machines. Consider offering rare, highly sought after benefits like paid parental leave for new parents.
3. Support education and professional development.
Employers can accomplish this in a variety of ways. You can host on-site professional development seminars, reimburse education expenses, or provide training programs for employees looking to further their skills. You should also use support mentoring programs to nurture underrepresented demographics, such as women and minorities. These methods will help provide employees with a sense of forward momentum and a constant challenge that improves their well-being and satisfaction within a company.
4. Give back.
Many people prefer to work for organizations that give back to the community or demonstrate environmental awareness. Your company can provide volunteer opportunities for employees, organize fundraisers for good causes, or find creative ways to reduce your carbon footprint. This will instill pride in your employees, while bringing about social and environmental benefits.
Implementing some of these tips may require more work, but you can improve your company’s work environment in dozens of small ways. Let in more sunlight, fill the office with potted plants for higher air quality, or provide ergonomic office equipment. Develop the right strategy for your business and make it a goal to improve employee satisfaction and well-being in the coming year.
As an employer, one of the things you may consider doing for your employees is providing severance pay. But what is it exactly, how does it benefit you, and how should you implement a severance pay program that achieves the right goals for your company?
What is severance pay?
Severance pay is money that’s provided to an employee who is leaving the company for reasons other than retirement. Typically, the circumstances surrounding severance pay are layoffs, elimination of a position, and a mutual agreement to part ways — for a variety of reasons. The purpose of offering severance pay is to help the employee stay afloat and maintain a decent standard of living while they’re looking for a new job.
How much is severance pay?
A typical severance pay package offers one or two weeks of salary for every year the employee worked at the company. In some cases, the package is higher — executives, for instance, may receive up to one month’s salary for each year worked.
Some senior positions may have an employment contract that dictates the amount of severance pay. And for some companies or certain positions within them, severance packages can include an extension of benefits and/or outplacement assistance for finding new employment.
Most severance pay packages are given as a lump sum following termination of employment, rather than as weekly payments. This is because receiving weekly payments can make an employee ineligible for state unemployment benefits, or severely reduce the amount of unemployment assistance they receive.
How much are you required to pay?
Currently, there is no law in the United States that requires employers to offer severance pay. The only requirement for paying departing employees is under the Fair Labor Standards Act (FLSA), which requires that employers pay terminated employees any regular wages that are due, as well as any accrued, paid time off. This includes vacation time, but not sick days.
The only instance where severance pay is required is when an employment contract or official severance policy is in place. In general, offering severance pay is a goodwill gesture on the part of an employer — and in some cases the offer may be rescinded.
What if your employees try to negotiate severance pay?
Sometimes, most often with employees who have been laid off, an employee may try to negotiate a higher salary or additional benefits than what was offered in the severance package. In these cases, as an employer you would be legally allowed to rescind the offer and refuse to pay severance, since technically the employee has turned down your offer.
However, you may not want to rescind a severance package if the receipt of severance pay is contingent on the employee signing a release of claims — which protects you from any legal obligation or responsibility arising from the employee’s termination. If this is the case, you can either tell the employee that the offer is non-negotiable (usually the best choice if multiple employees are being laid off), or you can consider negotiating, provided the severance package is not guaranteed in writing.
What is a release of claims?
Commonly, departing employees sign a document that releases the employer from all claims as a condition of receiving a settlement package. This release states that you are not liable for the employee’s lack of employment, and frees you from potential future lawsuits. An important note to keep in mind here is that employees over 40 who are leaving the company must sign a separate release for age discrimination lawsuits, which aren’t covered under a standard release of claims.
Providing employee severance pay is a generous act on the part of the employer, and it’s also a means to protect yourself and your company from potentially damaging employee lawsuits. Offering a severance package is a positive and supportive gesture that can build goodwill for your company among both departing and current employees.
With the demand for IT talent rising faster than the supply, most IT managers are aware that there’s a serious disconnect between the skills your company needs for your tech department, and the availability of those required skills among available talent. In fact, according to a recent survey from staffing firm Manpower, 36 percent of employers report struggling to fill their available IT positions. The reasons given are that candidates lack:
- Technical competencies / hard skills (35 percent)
- Experience (25 percent)
- Soft skills (19 percent)
But is there truly a shortage of talent? While it can’t be disputed that the “talent pool” is narrowing as unemployment among IT professionals continues to drop toward an all-time low, the real problem may be a skills mismatch — and as an employer, your recruiting, hiring, and retention strategies may be contributing to the issue.
Here are three common ways employers are making the IT skills gap problem worse, and what you can do to bridge the gap and find the talent you need.
Looking for the perfect match
Just as IT candidates have their dream companies, IT managers have their dream employees — the perfect talent to slot into their open positions. They know exactly the skills, experience, and personal qualities they’re looking for, and they won’t settle for anything less.
The problem is that “perfect” candidates are rare, or even impossible to find. And in your pursuit of perfection, you’re very likely to overlook excellent candidates with skills and qualities that can be molded to fit the position.
When it comes to recruitment and hiring, consider broadening your search parameters. Most often, the major stumbling block for perfect candidates is level of experience. With this factor the issue becomes a talent shortage because other companies are looking for the same qualifications, and the end result is often a bidding war where only one organization wins. Instead, consider hiring younger and less experienced candidates who can be trained to fulfill your expectations.
Not investing in training and education
In the rush to hire new talent, many employers make the mistake of overlooking their existing talent. Employer-provided training is a valuable and viable way to bridge the talent gap — but the majority of employers simply aren’t investing in training programs or opportunities for their employees.
The most recent data available, from Accenture, found that in 2011 only 21 percent of employees reported receiving training from their employers in the past five years. This leaves an astonishing figure of nearly 80 percent who received no training for at least five years, and in many cases longer.
Today it’s common for employers to expect IT staff to pick up new training on their own, or to simply hire new employees with the training and experience they’re looking for. But it can be far more cost- and time-effective to provide training and re-training opportunities for your existing employees in order to fill the worst of the skills gap in your organization. This includes both full-time staff and temporary or temp-to-hire candidates, who may even be eligible for additional training through staffing agencies.
Failing to offer competitive salaries
A high demand for talent, coupled with a low supply, has given IT candidates more bargaining power than ever at the hiring table. Employers who are unwilling to offer salary and benefits packages that are comparable with the latest market rates will lose out to the competition. In fact, the Manpower survey found that while 20 percent of employers said candidates weren’t willing to accept positions at the offered salary, only 5 percent were planning to increase their offers in response to hiring difficulties.
Simply stated, IT managers must realize that higher salaries are here to stay. In order to compete and recruit the best talent, you need to offer what other companies are willing to pay.
It’s hard not to have heard about the IT talent shortage. While many industries are still slowed, or even stopped, due to the effects of the recession, the tech job market continues to grow — and IT hiring managers are struggling to hire the right people. Unemployment is low for the IT industry, and tech pros can afford to be more discerning when it comes to accepting job offers.
With all the challenges that already surround hiring IT talent, you can make your life easier as a hiring manager by avoiding these common technical hiring mistakes.
Mistake #1: Poor job descriptions
The IT recruitment process starts with the job description — and if you don’t have it right, you’re not going to attract the right talent. Accuracy is particularly important for IT job descriptions. If candidates show up expecting to interview for a certain job, only to find the position isn’t as described, they’ll take a pass on accepting any offers.
Make sure your job descriptions convey the nature of the position and the requirements accurately, and as briefly as possible. Skip the laundry lists of every hard and soft skill you can think of — instead, focus on three-to-five core technical requirements, and one or two essential soft skills. The rest of the information you need will come out in the interview.
Also, keep in mind that your job description is selling your company to candidates, so emphasize the benefits and the reasons a candidate should choose to work for you over your competitors.
Mistake #2: Bad first impressions
You know how much significance you place on your first impression of a candidate — so remember that the candidate will also have a first impression of you and your company, and it may be good or bad. When you’re in hiring mode, it’s easy to forget about keeping your best foot forward, and many hiring managers make this mistake.
Make sure you’re dressed appropriately, the overall work environment is presentable, and you have someone to greet candidates and point them in the right direction when they arrive. First impressions definitely count for candidates who have multiple employment options.
Mistake #3: Inadequate interview prep
Just as the most successful job candidates never go into an interview unprepared, the best hiring managers make sure everything is lined up prior to interviewing candidates. On your end, being prepared for an interview means having that great first impression ready, ensuring that your interview team has clearly defined roles according to which parts of the interview they’re responsible for, and letting candidates know in advance what to expect during an interview — including any testing that may be involved.
Mistake #4: Lack of enthusiasm
Just as you want to hire a candidate who really wants to work for your company, candidates want to work for a company that really wants them on board. As a hiring manager, you’re the first line of enthusiasm for candidates — who are hoping to recognize from their interaction with you that your company is a great place to work, and they’ll make a good fit with your culture.
Be conscious of the type of picture you’re painting for candidates during the interview. If you focus too much on the issues surrounding the position, you may end up turning candidates off instead of engaging them. Offer realistic expectations, but at the same time sell the benefits of the position.
Mistake #5: Waiting too long
In slower economic times, hiring managers often have the luxury of taking their time with the hiring process, and waiting to make a job offer until they have multiple possibilities to choose from. But in today’s IT job market, this is not usually the case. If your phone screenings, interview calls, and face-to-face interviews are spread out over a week or two, you’ll find that the most desirable candidates have competing offers by the time they get to you — and you’ll have to work even harder to land them.
It’s a better idea to streamline your hiring process as much as possible. When you find qualified candidates who seem like a good fit, compress the screening and interview process down to a few days. Then, make the job offer immediately when you’ve decided on a great candidate.
Bring-your-own-device (BYOD) has become an increasingly popular policy as more employees work both remotely and on-site from their mobile devices. This is especially popular for small businesses or companies with limited budgets — letting employees use their own devices is cheaper than investing in and distributing company devices. But is BYOD the right choice for your company in particular?
The answer depends on a number of factors. Even companies without big budgets to invest in worker tech may find that it makes more sense to find a way for company-owned devices — or conversely, those with less limited resources might find that BYOD is a better choice.
Here’s a look at the benefits and drawbacks of BYOD policies, and how you can decide what’s right for your business.
The advantages of BYOD
While the cost savings are usually the first benefit that comes to mind, perhaps the biggest advantage of a BYOD policy is productivity. Typically, your employees will be more productive when they’re working from a device they’re intimately familiar with.
However, it should be noted that there is a learning curve with company-issued devices, and employees can reach similar levels of productivity once they’ve used the new device enough.
Some of the other benefits of BYOD include:
- Cost savings: This applies not only to the initial device investment, but also to maintenance and upkeep expenses — which are typically the employees’ responsibility for personal devices.
- Increased responsibility: When employees use personal devices for work, they are fully responsible for handling them, which can decrease the occurrence of damage or device loss.
- Greater flexibility: With a BYOD policy, it’s easier to try different technologies or the latest tools without having to commit to costly upfront investments or get tied up in long-term contracts.
The disadvantages of BYOD
While a BYOD policy comes with many benefits, there are also some serious challenges to consider. These challenges can affect multiple departments in your company, including human resources and IT/security.
Some of the issues that can arise with BYOD include:
- Security challenges: With multiple users accessing your company’s network from potentially unprotected devices, it can be difficult to secure your data and systems.
- Resource consumption: The need to support a variety of operating systems and device formats can be draining on infrastructure and programming resources — not to mention your IT team.
- Increased costs: With BYOD, you may end up paying additional licensing fees to install programs on employees’ personal devices, unless you’re using Web-based software or VPN protocols.
- Employee dissatisfaction: In some cases, employees may consider company-issued devices a highly positive perk — and asking employees to purchase their own equipment for work may demotivate some of your staff.
What to do if you implement BYOD
If you decide that BYOD may be the right model for your business, it’s important to have a strategy for implementation — other than simply announcing that employees can use their personal devices at work. You’ll need a BYOD policy in place that covers things like:
- Whether employees are required to have personal devices, or if it’s optional to bring mobile devices to work.
- Who can use personal devices for work (some companies have BYOD policies that only permit personal devices for employees who travel frequently).
- Any usage implications or restrictions on personal devices (i.e. personal devices can be used for certain purposes, or at certain times).
- Software and security requirements for personal devices.
The use of mobile devices continues to increase, for both personal and professional areas. Whether your company chooses to implement BYOD or invest in company-issued devices, it’s important to address how you’ll handle mobile devices in the workplace, and set policies and best practices that make the most sense for your particular business.
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There’s a new market for organizations to find and recruit the best IT talent—your company. With the war for talent heating up, savvy companies are bringing their IT employee searches to the competition, effectively doubling the blow by enhancing their own talent pool and weakening their rivals.
If your best talent is jumping ship to work for your competitors, you need to understand how they’re being lured away and what you can do to keep them on board. Here’s how your talent is being poached, and how you can turn the tides.
Professional search tactics
Professional search firms employ a subtle approach to luring in talent. They research and identify potential targets, then make contact with them to discuss a “great opportunity” through social media, professional networking events, industry events, and conferences.
Companies looking to tap their competitors’ talent pools will often hire these firms—or if it’s not in the budget, they’ll use the same subtle strategies to entice even employees who like their current jobs to consider a move.
Career matchmaking services
Recruiting passive candidates—IT talent who are not necessarily looking for a new job, but will make a move if they get a better offer—is a challenging strategy, but one that can pay off for hiring managers and recruiters. In the current market, both candidates and employers are interested in passive tactics: candidates for the opportunity to demand higher pay, and employers in the interests of solving the talent shortage and lengthened time-to-hire for IT jobs.
But hiring managers struggle with finding the right passive candidates, and employees who are working full time and not necessarily unhappy often don’t have time to search for passive opportunities. That’s where new tools like Poachable come in.
Poachable is an “anonymous talent marketplace,” geared for IT. Employees create a profile that describes their skills and experiences, and outlines their dream job—one that would lure them away from their current position. Employers then search these anonymous profiles for a match. The service, which has been called “Tinder for job searches,” makes passive candidate strategies easier on both sides of the equation.
Baiting with benefits
Smart companies looking to attract talent from the competition understand that money doesn’t always make the world go ‘round. Many talented IT professionals place a high value on the benefits and perks offered by a job—sometimes higher than the salary itself.
And they’re not just looking for healthcare, although a great employee-paid healthcare package is important. According to a recent study from Dice.com, tech pros are driven by benefits like flexible work schedules, free food, and the opportunity to work with cutting-edge technologies. Remote work opportunities, subsidized child and elder care, job sharing, on-site fitness facilities, and generous vacation time are also highly valued by top talent.
Showing them the money
While benefits can and often are a deciding factor, offering a truly competitive salary is crucial to retaining top talent—because if you don’t, your rivals will. Paying your IT talent well demonstrates that you’re invested in their future, highlighting their recognized and valued role in your company.
The best monetary incentives are more than a salary. IT talent values meaningful pay increases (those not tied to length of employment), generous bonus structures, and long-term incentive plans that hinge on the overall success of the organization as well as individual performance.
Keep your IT talent from working for the competition by offering competitive, meaningful compensation and great benefits, and being alert to strategies like passive recruiting and professional search tactics.