InformationWeek

September 28, 1998

Rebirth Of Loyalty

continued...page 3 of 3

Companies now have to make things happen for IT workers. Sun Microsystems is one of many Silicon Valley companies that offer career counseling to employees. It also lets workers progress along lines that are important to them. "We don't say you have to be a manager if you want to stay an engineer," says Jim Moore, director of Sun's training and retention efforts. "You can become a distinguished engineer, and maybe a fellow."

Making advancement a transparent process is also crucial. "High-tech workers hate promotion on tenure or face time," says Berman. "At Price Waterhouse, we reduced the number of titles, while making them attainable through observable competence and performance."

Training And New Technology
Most companies provide management training and pay some or all of the costs of the courses programmers need to keep their technical skills current. But when training is routine, it has no effect on turnover rates. Training becomes an important retention tool when it's used to make employees feel the company values them and is investing in them.

Lexis Law Publishing has twice sent Hauck to week-long sessions at the pricey Center for Creative Leadership in Colorado Springs, Colo. She sees the training as evidence of the company's commitment to her. "Getting approved for the training made me feel valued," she says.

What works with one employee won't work with them all. Bush is one of a handful of Universal Weather managers sent to the Center for Creative Leadership. He liked the course but says others didn't. "It's good if you enjoy that kind of environment," he says. "But if you force it on someone, it's an insult."

One of the biggest concerns tech workers have is becoming obsolete. To prevent staff from leaving for the opportunity to learn or use new technologies elsewhere, Home Depot lets its staff work on a variety of projects. "We change as needed," says Milner. "This company doesn't have a strategic systems plan--we let the business tell us what they want to do, then we do it. People get moved around a lot."

Cellular One has given Toledo the tools and training he needs for the fast-changing Webmaster's job. "We get the new technologies and the training to use them," he says. "They ask me what's needed, what we should invest in, they review it, and it's there. I feel empowered because they trust me."

Recreational Facilities
Stories about the best companies to work for often focus on organizations that provide unusual facilities--a pool, handball courts, or a company boat. But recreational facilities are only part of the equation, and they're most effective when they show the company is committed to its employees.

At WRQ, for example, programs are usually initiated by employees. Some workers appreciate the kid-friendly spaces in each building. Others value the on-site massages, basketball court, stationary bikes, locker rooms, and showers. The two people who kayak to work feel valued because the company picks up their moorage fees.

Giving individual employees the flexibility to set their own hours and work schedules gives them the sense that they're trusted. But some companies still frown on telecommuting, except in cases of real need. "It's between the worker and the manager," says Home Depot's Milner. "But we promote team unity and it's hard to build a team if somebody isn't here. It's not a recommended or endorsed practice."

Senior company executives often assume that nothing short of opening the company's vault to IT workers can stem the turnover tide. But often, employees are looking to be part of something and to feel their work is appreciated. "I run into managers, even our CEO, in the elevator, and they know me by name," says Cellular One's Toledo. "They E-mail me, they call me, they ask me about my job. It makes me glad to be here."