Why some of the best developers keep quitting

Post by toomanybeersies » Wed, Aug 09, 2017, 5:28 AM UTC

bookmarkacc wrote: post #110

toomanybeersies wrote: post #109

> You Waited Until The Exit Interview To Ask What’s Wrong For sure that's what's happened with me. We are a small company of ~10 people. We're meant to have a review with the CEO every 3 months, it's been over 6 months since I've had one, despite my constant reminders to the CEO, he keeps fobbing me off. He's also managed to dodge giving my a payrise, despite having worked in total for 15 months, and still having the…

Sounds like its time to switch companies. If you are being dodged by the CEO like this you are unlikely to be a benefactor of goodwill in the future

Post by x0x0 » Wed, Aug 09, 2017, 5:35 AM UTC

manyxcxi wrote: post #90

a3n wrote: post #86

Earlier quoted context omitted.

> Most companies don't want to pay for retention. But many companies, the companies with that 20% greener grass, are willing to give a complete stranger a 20% raise. "The irony ... the irony ..."

Most decent companies have two pools of money. One for raises, and one for retention. The key here is, the manager has to really fight for it. If they believe enough in the employee to battle for the retention dollars, I've typically seen it go well. Here's the key, a lot of managers are too afraid, confrontation averse, or short sighted to make a fight for their employee.

Post by olasaustralia » Wed, Aug 09, 2017, 6:03 AM UTC

acconrad wrote: post #7

None of these 4 reasons (TD;LR: you waited until the exit interview, you assume mentors want to manage, you assume the natural ascension of developers is management and not higher-level IC roles, you aren't supporting them and their career) are why they quit. People quit because the modern, zero-loyalty, everyone-for-hire company does not provide a long term strategy for providing intrinsic motivation (autonomy, mast…

Post by tensor » Wed, Aug 09, 2017, 6:04 AM UTC

throwaway5752 wrote: post #89

user5994461 wrote: post #79

Earlier quoted context omitted.

1. Less than a year if you are at the beginning of your career in one of the tech hub.

I'd consider a string of < 1 year positions a red flag when hiring. I think there's an element of courtesy and maturity in staying 2 years unless there are reasonable circumstances why it's not possible. As a hiring manager I want to make sure that my time and effort recruiting are not wasted. Same for training and development of subject matter expertise. Obviously I need to reciprocate in compensation/learning oppor…

Post by kamaal » Wed, Aug 09, 2017, 6:12 AM UTC

manyxcxi wrote: post #90

a3n wrote: post #86

Earlier quoted context omitted.

> Most companies don't want to pay for retention. But many companies, the companies with that 20% greener grass, are willing to give a complete stranger a 20% raise. "The irony ... the irony ..."

Most decent companies have two pools of money. One for raises, and one for retention. The key here is, the manager has to really fight for it. If they believe enough in the employee to battle for the retention dollars, I've typically seen it go well. Here's the key, a lot of managers are too afraid, confrontation averse, or short sighted to make a fight for their employee.