Earlier quoted context omitted.
I don't disagree, but I do think the modern culture of company hopping is contributing to this. As a leader entrusted to make good decisions for the company, you must consider this reality. At a previous company we hired a lot of junior engineers with the idea that our relatively high pay and reasonably good work would help us build a strong generation of seniors a few years down the road. What we mostly found was th…
What's the structural solution to this? Offer golden handcuffs to stay for x years? - "We'll train you, and if you stay the full 8 years you get a $500,000 bonus"? - "Here's a $200,000 signing bonus, which you have to pay back if you leave before 8 years" I'd be hesitant to rely on these as a candidate, because I'd have to assume I'd get fired at year 6-7 or something so that the company could save money.
I don't know a long-term structural solution, for exactly the reason you mention:
> I'd be hesitant to rely on these as a candidate, because I'd have to assume I'd get fired at year 6-7 or something so that the company could save money.
Trust is at an all-time low right now, and for good reason. It very well might take years to turn the ship around. I think it will have to start with the big companies as a small company trying to do this will only put themselves at a disadvantage, but any exec at a big company proposing this would probably be dismissed as they heavily favor short-term over the long-term (by their actions, not necessarily words, but IMHO actions are all that really matters). Basically it's a Tragedy of the Commons problem.