On the last blog we talked about how to keep hold of your dev team and keep them happy. We’re following a very similar theme this week, but from a slightly different perspective.
We wanted to take a look at not only what makes developers want to stay, but also what makes them want to leave. All of this feeds in to the crucial question of how to reduce staff turnover, and what to look out for when you feel like your team is becoming restless.
To a degree, this week’s results mirror our last set, with ‘Feeling Underpaid/Undervalued’ being voted as the key motivator for looking for a new position. 31% of respondents agreed that this was the most important factor, in line with the 27% who had voted salary as most important last time around.
However, these results go in a different direction to the previous set when we investigate the other factors in play. 24% cited ‘Lack of Career Progression’ as their biggest turn-off in a role, and this was supported by ‘Lack of Challenge’ mentioned by several respondents in the ‘Other’ category. This highlights the need to keep your development team on its feet, promoting from within wherever possible and creating new opportunities for your existing team.
Poor management is also a crucial factor in an individual’s decision to leave their current company, voted for by 19% of respondents. As we all well know, a business is only as good as the people who work there, and poor management can turn a dream job into a nightmare. Make sure when you’re building a team you’re matching personalities and working styles as well as skills, or all your hard recruiting work could be for nothing!
As we move down the ranks, we see ‘Instability’ coming in with 13% of votes, which matches up to the increasingly Contractor driven market that is web development. Contractors do not look for the typical ‘stability’ associated with permanent roles, favouring instead a company that interests them and presents a unique challenge.
‘Lack of Recognition’ came in at the bottom of the pile, as voted by 10% of participants. Looking back to ‘Poor Management’, we can assume that rather than perceiving good management to be a pat on the back for work well done, our participants look more to cultural fit, understanding and strong guidance from a team leader.
So in summary, if you’re looking to keep your turnover low, get focussed on:
Is this a familiar story for you? Do you agree with our findings, or has your experience been different? We’d love to hear your views, so get in touch!