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A few other reasons (all that I've seen in some form in the real world): * Insufficient raises. This is by far the most common reason, but it's been discussed
by nilkn 9y ago
A few other reasons (all that I've seen in some form in the real world):
* Insufficient raises. This is by far the most common reason, but it's been discussed in this thread well already so there's no need for me to dive into details here.
* Over-rewarding of managers and under-rewarding of developers. Very rarely are the management tracks and technical tracks actually equivalent. For instance, managers are granted extra power in the organization and can often grant themselves special perks like private offices.
* In the same vein, under-investing in developer workspaces. Toss me at random into a chaotic open floorplan and you're going to get very little loyalty from me. Show me that you care and are willing to do the best you can to provide me with a productive workspace and I might think twice about leaving, because I don't want to give up an employer who cares for another who'll just toss me into another open playpen.
* Shoehorning someone into a single role or project for years on end. Almost nobody wants to work on the exact same thing for more than a few years unless it's genuinely super interesting. And your projects are probably not super interesting.
- shandor 9y ago> Almost nobody wants to work on the exact same thing for more than a few years unless it's genuinely super interesting That's a really, really tough problem actually. Businesses naturally want people to work on things that they are already very good at, to keep productivity high. This is especially important in software consulting houses that churn out apps and whatnot without their own products, because their whole business scales only by the factor between the hourly price customers will pay for their work and the salary the developers are getting for that said work. Which is not to say that I wouldn't agree with your point. It's just that I can also see how painfully expensive not going that route could (i.e. shoehorning) become for such a company, so I'm kind of sympathetic to their apparent reasoning behind it.
- nilkn 9y agoI agree with you, but at some point you're going to have turnover if you don't provide employees with internal flexibility and mobility. That means you're doing to be dealing with the painful process of retraining new folks for static roles either way. My viewpoint is that, if you're going to go through that process anyway, you might as well try to retain your proven talent at the same time. I did put it on the bottom of my list though because I think lots of folks will actually tolerate being shoehorned if the employer doesn't make any of the other mistakes listed.