4 ms·

Agreed - new hires always get the current market rate, which always higher than what existing employees are paid. Also on the flip side, if you've been in a ro

Agreed - new hires always get the current market rate, which always higher than what existing employees are paid. Also on the flip side, if you've been in a role longer than say, 4 years, you should interview at other companies. You're probably getting underpaid. (Even if you've gotten a promotion). You don't have to jump ship, just see what's available.

waboremo 4y ago
Yes there are also additional studies on "boomerang workers" that fit this new(er) class of people. Ones who despite even liking their job and eventually coming back, seek employment elsewhere because they aren't getting what they should be or aren't fulfilling the role they see themselves fulfilling properly. That's how intensely underrated retention is for a lot of companies, and how costly it can be when retention isn't seriously looked into.
- victor9000 4y ago
  That's the problem though, there are zero incentives in place for managers or recruiters to retain talent. No one gets a bonus when employees stick around, so no one optimizes for it. I recently interviewed with Stripe for a leadership position and was asked about some of my most impactful contributions with my previous employer. I described several anti patterns that I identified with the development process that would lead to burnout and turnover, then I described the changes I put in place to prevent this outcome. Things like sprint retrospectives, tracking technical debt, prioritizing automation, clearly defining tasks before starting development, validating progress with the various stakeholders, upskilling and managing the career development of engineers, and a host of other QoL improvements to smooth out the development process for everyone involved. It was immediately obvious that this was a dud in the eyes of my interviewers. Eyes glazed over almost instantly once I started talking about preventing burnout. And I can read a room, so I could have easily switched topics until I found something that received a positive response, but I was so shocked at the response that I doubled down. Needless to say that I did not make it to the next round. But in my view that's a true negative for both of us, because I can't work at a place that doesn't value their employees enough to design a healthy workplace for them to operate in.
- fuzzzerd 4y ago
  I'm one of those boomerang employees. It was the best thing I ever did. Left on good terms, learned a ton of new stuff at a few other companies, and ultimately came back a much improved employee, despite being a high performing worker to begin with. Didn't realize there was a name/term for it, but it makes a lot of sense.
  - ragazzina 4y ago
    Where I'm currently working, a coworker left a couple weeks ago. He really wanted to stay, he LOVED the company, but his position wasn't a great fit for him and he found something else. He told me that when he told HR "I hope I will come back some day", HR replied: "until I'm head of HR, no one that leaves will ever be considered again".
    - scruple 4y ago
      When I left my last job (BigTechCo) I was explicitly told by HR and my manager that I'd always be welcome back, just reach out. That company got a lot wrong but the HR department and my immediate management chain really did a great job.

waboremo 4y ago

Yes there are also additional studies on "boomerang workers" that fit this new(er) class of people. Ones who despite even liking their job and eventually coming back, seek employment elsewhere because they aren't getting what they should be or aren't fulfilling the role they see themselves fulfilling properly. That's how intensely underrated retention is for a lot of companies, and how costly it can be when retention isn't seriously looked into.

victor9000 4y ago
That's the problem though, there are zero incentives in place for managers or recruiters to retain talent. No one gets a bonus when employees stick around, so no one optimizes for it. I recently interviewed with Stripe for a leadership position and was asked about some of my most impactful contributions with my previous employer. I described several anti patterns that I identified with the development process that would lead to burnout and turnover, then I described the changes I put in place to prevent this outcome. Things like sprint retrospectives, tracking technical debt, prioritizing automation, clearly defining tasks before starting development, validating progress with the various stakeholders, upskilling and managing the career development of engineers, and a host of other QoL improvements to smooth out the development process for everyone involved. It was immediately obvious that this was a dud in the eyes of my interviewers. Eyes glazed over almost instantly once I started talking about preventing burnout. And I can read a room, so I could have easily switched topics until I found something that received a positive response, but I was so shocked at the response that I doubled down. Needless to say that I did not make it to the next round. But in my view that's a true negative for both of us, because I can't work at a place that doesn't value their employees enough to design a healthy workplace for them to operate in.
fuzzzerd 4y ago
I'm one of those boomerang employees. It was the best thing I ever did. Left on good terms, learned a ton of new stuff at a few other companies, and ultimately came back a much improved employee, despite being a high performing worker to begin with. Didn't realize there was a name/term for it, but it makes a lot of sense.
- ragazzina 4y ago
  Where I'm currently working, a coworker left a couple weeks ago. He really wanted to stay, he LOVED the company, but his position wasn't a great fit for him and he found something else. He told me that when he told HR "I hope I will come back some day", HR replied: "until I'm head of HR, no one that leaves will ever be considered again".
  - scruple 4y ago
    When I left my last job (BigTechCo) I was explicitly told by HR and my manager that I'd always be welcome back, just reach out. That company got a lot wrong but the HR department and my immediate management chain really did a great job.