Retain My Team is in the HRTech Industry. Retain My Team is the ultimate platform to optimize talent and retain employees by combining behavioral neuroscience (how the brain works) with performance management (how people work) utilizing powerful tools to deliver results (time and money). Our mission is to infuse more humanity into the workplace. The tools do the heavy lifting so you can focus more on the people! 
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SAN FRANCISCO, CALIFORNIA - HackerNoon, the technology publishing company, is pleased to announce the nominees for its annual “Startups of the Year” award, featuring the most promising and innovative companies in the San Francisco startup ecosystem. The list, compiled by the HackerNoon team, showcases over 800 startups that are making significant contributions to the San Francisco economy and driving innovation in their respective industries. Nominations for the Startups of the Year 2023 are open! Nominate your company as the . startup of the year in San Fransisco here https://www.youtube.com/watch?v=ZqIW54yMsNc&t=2s&embedable=true Among the nominees in San Francisco for Startups of the Year 2023 are: PoplarML Nodle Cryenx Labs Willow Servicing Retain My Team Remio BabylonAI Fungify Monterey Openlayer Incoggo Polymath Feathery RunWhen Recruiterflow Beacon AI Booth.ai General Micro Technology Enterpret Lemonflow Pixly.tv Hyperstack HireQuotient Found Aviator Finch Dispatch Content Beta Zenpath ScreenMeet All of these startups have demonstrated remarkable growth and innovation in their fields. “We are thrilled to recognize the top startups in San Francisco and celebrate their achievements,” said . “Starting and sustaining a company is difficult. We’re honored to showcase their work and impact.” David Smooke, HackerNoon Founder & CEO is a community-driven voting platform that recognizes startups that are changing technology and the world for the better. Starting May 8th, 2023, the internet can nominate and vote for the best ventures in their city. The voting period will remain open until December 31, 2023, and winners will be announced in January 2024 after a comprehensive evaluation by the HackerNoon team. Startups of the Year 2023 In its , a total of 44,427 startups were nominated in 16 different regions, and the community cast 234,344 votes during a 6-month long campaign in favor of budding companies that were growing and trending across every major city in the world. The received perks from sponsors, like , and a from HackerNoon. previous iteration 1,382 winners 3,000 Brex Points tech company news page As a proponent of the open data movement, HackerNoon releases the unique social data gathered from Startups of the Year on GitHub as “ ” for valuable insights. /where-startups-trend Apart from validation from the world's greenest tech publication, all nominees relevant to their domain, region, and funding. They will also receive an and a free version of their very own on HackerNoon. get free interviews amazing discount package designed for their startup Tech Company News Page These pages include business overviews (such as head count, founding year, bio, social links, and domain ranking) coupled with dynamic updates every time the company is mentioned in HackerNoon stories or relevant headlines around the web. People can , and vote once per day per award for who they think should be Startup of the Year all the way up to December 31st. nominate their favorite startups until June 8th In addition to the award itself, winners receive exclusive interviews, an exclusive NFT from HackerNoon, and a for life. .Tech Domain For more information about the “Startups of the Year 2023” list and the nominated companies, please visit our . FAQ page About HackerNoon HackerNoon is a technology publication that aims to empower developers, entrepreneurs, and tech enthusiasts to share their knowledge and expertise with a global audience. With a readership of over 4M+ monthly visitors, HackerNoon provides a platform for startups and innovators to showcase their work and connect with a vibrant community of like-minded individuals. Companies that blog get 67% more leads - Jumpstart your company’s blogging journey by purchasing our . Startups Package Startups Of The Year 2023 is sponsored by . .Tech Domains Nominations for the Startups of the Year 2023 are open! Nominate your company as the . startup of the year in San Fransisco here

Startups of The Year 2023: 800+ Startups Nominated in San Francisco

I’ve always been worried about bringing in great people to my team. Many years into this, and I am still concerned. One of the cliché phrases you hear as a people manager is: “You should never stop recruiting.” As cliché as it may sound, it’s the truth and hiring capable engineers is incredibly hard, especially today. This is why I wanted to document some rules of thumb I have used personally and seen other managers I admire use at different stages of a business to recruit, hire, and retain great engineers. You get vastly different people applying — and ultimately, hiring — when you are a startup as opposed to when you are a big company. I have included two sections in this article related to both stages. The founder of LinkedIn, Reid Hoffman, breaks down the types of hires you get at the different stages incredibly well in his new book (I highly recommend the book and not just because Jet gets a shoutout in it). Blitzscaling Mr. Hoffman uses Army terminology as an analogy to the types of hires you will get at the different stages. He says your early hires resemble Marines, ready to storm the beaches and work in a very ambiguous environment. This group is prepared to do whatever it takes to get a foothold. Later hires start to resemble Army personnel, this is a company with a product that already has some traction. They end up building the forts and holding large areas for the firm. Finally, once a firm hits a certain size, it ends up recruiting police officers to maintain law, order, and stability. At this stage, the company has already achieved a considerable size and has fully scaled out. Reid also says that you can expect the Marines and the Army folks to work well together, as well as the Army folks and Police officers, but don’t expect the Marines to be able to work with the Police. Although he is generalizing about technology companies, I believe this to be especially true for the types of engineers you will end up needing to hire at different stages. Recruiting and hiring engineers as a startup When you are a startup, recruiting great senior engineers is akin to enterprise sales — it is a long and dragged out process which involves courting and selling like mad to convince great senior people to give up their cushy high-paying jobs and take the risk to join you. This is why, referrals are by far the most important source of engineering talent in these early days. In the early days, it is not enough to be a well-funded startup and think great people will just show up and apply. Jet was one of the most well-funded, early-stage startups in history, and we struggled just like everybody else and had to evolve with the markets. It is not enough to promise to disrupt an industry or promise hard technical problems. It is not enough to have free snacks and ping pong tables. We had and still have all of that, but no engineer worth their salt is actually swayed by that. Those are just perks. Like unlimited time off and money to buy a book, they are just nice-to-have in an industry that is paying incredibly well. Most great engineers know that there is no such thing as a free lunch anyway, and if that’s what fools them into joining, then they probably won’t make such a great teammate in the long run. People join startups because they want to learn, have the upside, and grow. For this reason, they will take a hit on pay — I can speak from experience. Just like going to college means you are paying them to teach you and further your skills and knowledge, joining the right startup will naturally mean learning a considerable amount. Much like college, the hope is that we will be worth more by the end of it, and this is what makes the risk worth it to a great engineer. This means that even if things don’t work out long-term, and even if the startup goes belly up, the learnings are incredibly valuable. Growth can come in many ways and for many engineers this comes from gaining new skills such as learning a new programming language, paradigm, or architecture. Jet has all of those things and then some. We started with F#, which was a new functional language that is incredible to work with. We are on the public cloud using the latest and greatest managed services to move incredibly fast. We have an event-sourced architecture that is fueled . These are just a few of the things new hires have picked up here. Not to mention the opportunities to work at the scale we do, with the amount of data we have, and being able to build a product with incredibly smart people that impacts millions of customers. by domain-driven design However, growth is not just limited to new technical chops. It can also come by wearing many hats at once, especially for senior people. At a startup, engineers often get the chance to “own” a whole system while helping manage a small team. Generally, these things are entirely isolated at big companies, as they should be. Such is the life of a People Manager and Tech Lead. At a startup, you could do both or grow to do both things at the same time. For me, early on, getting the opportunity to do this in a few short months after proving myself was terrific. Even if it had taken a few years, it would have still been a fantastic accomplishment and something only a startup could have given me. At a big company, it takes many, many more years to move up these ladders, and this is the tradeoff for stability. As engineers, we should understand what it’s like to make tradeoffs well. I like to tell my people that one month at a fast-moving startup headed in the right direction is equivalent to one year at a big company. This is not an exaggeration — I can actually map it back to deliverables, the value created, and career mobility for people I admire and look up to. I’ve seen people go from Senior Engineers to Senior Directors and VPs in a few years at the right startups, and these are things that would take decades to achieve at big companies. This obviously also means you are basically working like crazy in those early days, which is why it’s not for everyone and, again, highlights the tradeoffs. Many folks are keen to prove that they are capable and may have lacked the opportunity to do so at a bigger place. Another obvious thing that great engineers consider before joining a startup is unmistakably the equity and opportunity to impact the value of that through their work. This one is too obvious to state, but still, it’s an important one. Communicating this value is something our CTO did incredibly well early on, and I admire the way he motivated us. The other important factors to get engineers to join a startup are the founders, their vision, and, ultimately, the culture of the company. Making an impact is something all human beings strive to do in our own way, and cannot underestimate the opportunity to do just that as a driver with a smart group of people. “One great thing about being at Jet is that everything you do matters.” - Ivan Glushchenko, Sr. Director of Engineering and early employee Jet.com A big important step in all of this, especially in the early days, is not getting desperate and making sure to hold out for great individuals with the passion, work ethic, and ambition you value. One of the most important things I’ve learned is that smart people want to work with other intelligent, capable people, so keeping the bar high is essential. As mentioned, communicating all of this as a startup is no easy feat and requires a great deal of thought and effort. This will not happen on its own and requires planting the seeds for tech evangelism, blog posts, contributing back to the community, and more to sprout out and grow with the company. Not getting discouraged in the early days as a startup and treating this process more like enterprise sales than customer sales will lead to big worthwhile wins that will snowball into strong teams. Recruiting engineers as a big company Things are safer in a big company, and instead of enterprise sales, where the process is dragged out for months, it resembles customer sales. Customer sales might mean making a commercial that gets a slew of customers that may be interested in buying. Unlike enterprise sales where you spend months trying to sell to one customer and court them, customer sales rely on pulling in hundreds or even thousands of customers at once and finding and retaining the good ones. Customer sales, like big company recruiting, is a numbers game. It turns out that although the folks applying to big company jobs are different than early startup people, in my experience, they are mostly different in their risk appetite. As an engineer turned people manager, I valued very similar things when I was working for a startup and now that I am part of a Fortune One company. We all value learning, growing, ownership and working with smart people. We all value being a part of a great team and having a vision from leadership to execute on and a fantastic culture to be a part of. For a big company, it is critical to have a technology culture that is conducive to engineering career growth. This will mean having a career ladder that supports both Individual Contributors (IC) and People Management tracks and allowing teams to promote engineers into both of these roles. This will mean having both Tech Leads and Team Leads. This does not mean having managers brought in from the outside who lack the technical chops. Our interview process for Managers has tough technical questions, and we weight the results accordingly. Smart technical people want to be managed by other credible technical people who understand how hard the work is and will share best practices that they can learn from. As a big company, there are more resources, and there is no excuse for not modernizing the engineering organization to compete. Besides, it is not that costly to have clear career ladders and set expectations ahead of time so engineers know exactly what they can strive for in the long term. I mentioned earlier that smart people will see through shallow perks but going above and beyond to extend learning opportunities for people is actually very valuable. Lots of places have a “pick a conference you’re interested in and go to it; we will pay for it.” Take this one step further and build out a technical excellence team that is encouraging folks to use this learning budget. This is precisely what we have at Jet now that we are no longer a small startup. In general, creating a great learning culture within your engineering organization is incredibly important, but it is especially valuable when you are scaling the team and hiring more junior folks. A great learning culture is one that pushes people to participate in the specific technical communities they are a part of. This can be done by setting up groups to contribute back to open source and the larger tech community. Have the technical excellence team be made up of other technically-minded folks that can keep track of technical debt for the team and work with the product team to make sure it is paid back and systems don’t accrue rust. Most big companies have to contend with legacy, but the absolute worst thing they could do is section off those legacy systems and let teams deteriorate over time and only work with old systems. Word gets around in the community, and no engineer wants to join a team working solely on legacy systems. While it may not be convenient for a big company to distribute out exciting, new work along with the maintenance and small tweaks of old things, it is an absolute necessity for both retention and acquisition of new engineers. While a Google-sized, and resourced, company may be able to afford to have engineers rewrite entire old systems, most big companies can at least afford to allow teams to evolve or build on top of legacy systems. Most importantly, make sure these teams can add new features using new designs, patterns, and architectures so engineers can continue to grow and stay engaged even if part of their job is supporting legacy. anti-corruption layers Great engineers want to work at companies that have a technology-driven culture. This will mean allowing teams to work in an Agile and modern way, empowering full stack teams that have business people, engineers, product managers, and user experience people to make decisions they see fit. The ownership to evolve the product as the business environment, and customer, changes. No one wants to move slow and have tons of processes and red tape. Moving slow means growing and learning slow. If we look at the most successful tech companies in the world, they all have manage to move fast despite their size. In conclusion Technology-driven culture that is a magnet for engineers means trusting teams a great deal to follow the strategy and hit the goals and KPIs of the company. It does not matter if the company is big or small. Empowering people in this way means they have ownership, and with this, they will get learnings and growth — but more importantly, they will take pride in what they build because they will also have to own it long-term. There won’t be some overseas support team to jump on when the system goes down. There should never be, and there is no excuse for this. But when you do add overseas teams, make them apart of the larger group and have them build features with the same exact structure the local teams do. These are just a few of the ways I think organizations big and small can make themselves relevant in the engineering recruiting arena and retain smart people long term. It is important to highlight that the environment right now for tech talent has never been more competitive — at least not in my lifetime. However, somehow, with these tried and true methods, we have been incredibly successful at bringing in great folks and retaining them for the long-term. In my view, much of this has very little to do with money and perks. Listen to this article and many others on Articulu. Big thanks to Avianne Tan and Chris Shei for their amazing editing help.

How to Recruit and Retain Great Engineers

Quick article while I wait for Game 2 of Warriors Cavs. Last week I had a fantastic conversation with a top employee on my team. He’s an up and coming Senior who recently started newer recruits. He asked me: Engineer mentoring “As a mentor, should I be a sounding board or should I take on a more active role and give advice? I’m uncomfortable telling people what to do.” This is a great question because there are many approaches to mentoring and leadership styles. Sometimes it makes sense to apply what is referred to as a “coaching” style, where you ask leading questions in an effort to try and get the mentee to figure out answers on their own. More typically, mentees have some expectation that they will learn from a mentor’s past experiences and get tangible advice. If they wanted a sounding board they could hit up the water cooler, get a counselor, talk to mom, etc. Instead they’ve chosen to spend time with you. Mentoring ain’t therapy. “But when I do give advice, my mentee rarely follows my instructions. What am I supposed to do?” Ah! Perhaps the most common mistake that new mentors make is assuming that mentees will, or even should, act on their advice. Why? Follow me through two claims. Claim 1. Mentoring is not actually a 1:1 relationship Of course your mentee will come to you for advice but, let’s be honest, when is the last time you had a problem and talked to only one person about it? Just yesterday I had a 3 minute conversation about compensation philosophy with the guy making me ice cream at Humphry Slocombe. Trust that your mentee is going to talk with a whole bunch of people about their problems: spouses, friends, coworkers, their hairdresser, the guy who makes them coffee, Blind trolls, whatever. A smart mentee is building a portfolio of advisers and you are but one highly-valued page in that portfolio. And what about you? When you answer a mentee’s questions are you purely drawing on your own thoughts or are you synthesizing the collective wisdom of all the people who mentored and coached you before? Does any of this sound like a 1:1 relationship? Not an Esher painting, real people have to commute on this freeway. Mentoring isn’t a 2-way street, it’s the LA freeway system: no one understands how it’s all connected, everyone’s got a different destination, and the journey is going to take way longer than anyone wants. Mentees DO want your specialized knowledge, but they are still going to map their own course. Claim 2. You aren’t as right as you think you are I consider myself a reasonably smart and moderately successful person, yet I will only take credit for being right about 60% of the time. And over the years I’ve gotten to meet and work with many great leaders, people much smarter than me, and I suspect that even the very very very smartest of them are only right about 75% of the time. Take a second to think about that, and while you do here is some evidence: My personal childhood hero, , produced a real collage of questionable decisions including Bob, Clippy, entirely missing the internet, and ignoring government regulators. Bill Gates His biggest rival, , fired off a few duds as well. Anyone remember NeXT computers or the G4 Cube? Interestingly, Jobs also managed to recruit the guy who got him fired from Apple. Steve Jobs Even today’s heros aren’t immune, did you know at one point Elon Musk was fired for wanting to switch PayPal's infrastructure from ? Imagine a Windows-powered fleet of self-driving Teslas for a moment. Clippy take the wheel! Unix to Windows My point with all this is: ? As a mentor you’ve got to accept that while you may have an outsider’s perspective of how to address a problem, your mentee is actually living in it. Your job is to provide additional datapoints that will help them navigate the issue as best as possible. But expecting a mentor to directly follow your advice would be like trying to drive a car while locked in the trunk. what’s your percentage Recognize and honor the uniqueness of your mentee’s situation. They are in the driver’s seat. Set your own expectations accordingly. “OK, so what’s the point of mentoring if I’m not a sounding board and my mentee doesn’t have to listen to me?” There are three ways to answer this. First, it’s not about you. Leaders make new leaders. Second, (and yes, I know this is trite) mentoring and mentoring programs are simply great additions to any company. Companies with mentoring programs develop new leaders faster, retain more talent, are more diverse, and have higher workplace health scores. Here’s a good article about all that. Finally, I’ll make a controversial claim and say that mentoring relationships are just as valuable for the mentor as the mentee. Mentoring forces you to be able to self-reflect on your own experiences, squeeze out the learnings, and articulate them to someone else in a coherent and relatable fashion. By doing this you not only help the other person, but you better understand yourself. That’s all for now, thanks for reading Waaaariors!-nick 👏🏿Like the story? Please clap it up! 👏🏿👏🏿👏🏿 I appreciate the support and it helps others see the story too. 👏🏿👏🏿

Help! My mentee isn’t listening to me!

Understanding Core Web Vitals: The Vital Signs of Your Website

মূল ওয়েব ভাইটাল বোঝা: আপনার ওয়েবসাইটের গুরুত্বপূর্ণ লক্ষণ

Grundlegende Web-Vitalwerte verstehen: Die Vitalfunktionen Ihrer Website

Comprensión de los elementos básicos de la web: los signos vitales de su sitio web

Comprendre les éléments essentiels du Web : les signes vitaux de votre site Web

कोर वेब वाइटल्स को समझना: आपकी वेबसाइट के महत्वपूर्ण संकेत

Core Web Vitals を理解する: Web サイトの重要な兆候

핵심 웹 바이탈 이해: 웹사이트의 바이탈 사인

Compreendendo os principais sinais vitais da Web: os sinais vitais do seu site

Понимание основных веб-жизненных показателей: жизненно важные признаки вашего веб-сайта

Temel Web Verilerini Anlamak: Web Sitenizin Yaşamsal Belirtileri

Hiểu các chỉ số quan trọng của trang web: Các dấu hiệu quan trọng của trang web của bạn

了解核心网络生命：您网站的生命体征

Finding talented tech specialists in the market is tough, but it’s even more challenging to retain them. For 10+ years of experience in the tech industry, I have seen plenty of examples of people quitting their jobs. And monetary compensation was not the main reason. Gartner offers the concept of the , which highlights what specialists really value, such as personal growth, deeper connections, or the shared purpose. Human Deal Framework To keep the specialists satisfied, we tend to find instruments which help us focus on a happy medium between their aspirations and the company’s strategy. One-on-one meetings with employees perfectly deal with this task. Many overlook this approach, but I have experienced its effectiveness many times. Understanding its benefits and including it in the company’s culture may give you fruitful results in the end. One-on-One as a Vital Component of High Performing Teams One-on-one meetings with employees, regular syncs, or catch-ups — the name can differ, but the intention remains the same. Usually held between a specialist and their line manager, these regular meetings aim to benefit both. It’s a great way to address challenges in their role, ask for support, or share feedback. Such meetings also create an excellent ground for future growth and development. The importance of one-on-one meetings with employees lies in the mutual communication, which covers various questions related to work and personal development. The latter is especially important for talent retention. If behind the working tasks there is space for development, your specialists will feel more motivated to work. Benefits of a 1-on-1 with Employees According to the , as much as 85% of employees worldwide are not engaged at work. This number is enormous, which shows that the majority simply accomplish their main tasks and don’t strive for more. Based on my experience, the lack of employee engagement rests on the passive approach of the company itself. If you, as a manager, don't challenge your employees, don’t expect them to take initiatives on their own all the time. State of the Global Workplace report by Gallup One-on-one meeting with an employee helps to tackle this challenge. In Outstaff Your Team, we set up milestone syncs throughout the year. They are especially needed for a new specialist who has just onboarded. But we continue with them, although less frequently, during the year to address the alignment of performance management and business strategy. I would define these key benefits: Understanding and eliminating roadblocks in the working process; Checking on the overall well-being of the team member; Providing updates on ongoing projects and checking whether any support is needed; Defining further steps for personal growth; Strengthening the relationship and communication within the team. Now, if we look from a specialist’s point of view, will it be as beneficial as it is for us, managers? Changing the Roles: 1-on-1 Meeting with a Manager Not only have I gathered feedback from my team, but was also on the other side before. Believe me, meeting one-on-one with a manager does make a difference. Specialists want to express their new ideas, they want support and recognition. Addressing their needs during a one-on-one meeting helps close the gaps and directly impact their retention. What benefits do they see in continuous support? Creating safe space to express new ideas and propositions; Defining yearly or monthly milestones for personal growth and engaging in new challenges; Proactively seeking help with ongoing work and solving issues among team members; Prioritizing tasks, focusing on work-life balance; Creating the sense of belonging to the team and the feeling of being valued and respected. Effective one-on-one meetings take place regularly and create a trustful ground for all sharing. In my team, we endeavor to motivate our tech professionals and stick to the competence curve. Talent Retention and the Role of a 1:1 in It Talent retention is like a successful outcome that emerges as a result of meeting everyone’s expectations. With my team, we focus on where on the competence curve the specialist is currently on to understand which support we can provide. We differentiate four main stages: At this stage, the tech specialist has just started working in a company, and they have strong confidence in their knowledge. However, as newbies in the company, they can still miss some skills. At this phase, regular one-on-one meetings with a manager are especially important, at least for 1–3 months. Unconscious Incompetence. As a tech specialist continues to work, they understand what skills they lack and what competences they can still acquire. A 1-on-1 meeting with a manager is meant to solve all the challenges. During the sync, you can give emotional support, define the struggles, and come up with a mutual solution. Conscious Incompetence. After 7–9 months in a new position, the specialist seems to have overcome all challenges and shows mastery in their job. The competence curve levels up, showing the working stability. At this moment, it’s critical to keep organizing 1-on-1 with employees. We check their overall well-being and shape plans for the future. Conscious Competence. After 1 to 2 years in their role, a developer reaches their peak. They perfectly deal with their tasks in a way that they can even train others. At this level, it’s important to keep the track and engage the specialist in new more challenging projects. Development and growth milestones will add motivation to the working routine. Unconscious Competence. Your One-on-One Meeting with an Employee: What’s on the Agenda? Before setting up your catch-up, ensure you create a relaxed environment where everyone can express themselves. The meeting is not a ground for managers discussing employees with other employees. It’s rather a friendly conversation between two sides. Depending on the time a specialist is in their role, the questions, and the focus of the conversation will differ. The core minimum of topics that I stick to in 1:1 between managers and employees includes: You typically check the milestones you defined with the specialist before. I see it as an opportunity to check if an employee requires any support or needs to prioritize some deadlines. Work progress. Even if the goals are set for the whole year, it’s a great opportunity to check smaller milestones during the catch-ups. Once divided into smaller steps, the goal is more likely to be achieved. Personal growth and career goals. During syncs, this part works in two ways, for you as a manager, and your employee. Feedback is important for future improvement, while recognition keeps a specialist motivated. Feedback and recognition. Work-life balance is critical. Regular syncs allow reducing levels of stress, reorganize ways of working, if required, and improve the mutual relationship. You just need to speak up. Personal check. Win-win for Both Sides Regular catch-ups proved to be one of the basic components for cultivating positive culture among the tech teams. In the long run, they go beyond a professional relationship. They strengthen personal communication and contribute to the general well-being of the team members. As a result, employees are more satisfied, don’t think of changing their jobs in the foreseeable future, and find value in contributing to a company’s success.

How Can One-on-One Meetings with Employees Influence Their Retention?

Endless interviews and negotiations. Answering basic and similar questions, and waiting for a callback that, hopefully, will become a satisfying end to the process. Sounds stressful, right? But some people almost seem to enjoy the process and, as a result, they job-hop to the point of having 11 workplaces in 10 years — I know someone like that. What is the reason behind this behavior, and what can companies do to counteract it? Why do people job-hop? Toxic management of professionals have experienced a toxic work environment. Among them, 44% blame leadership and management. 64% This toxicity can present in several ways: Lack of trust Micromanagement No respect for the work-life balance No room for mistakes Gaslighting and much more A search for a workplace that is not toxic and will support its team, no matter what, is one of the most popular reasons for job hopping. No career growth opportunities Businesses that do not offer this possibility are certain to face big professional churn. Businesses that provide a growth opportunity see more engagement than those that do not. This also means they see a higher level of retention and can prevent job hopping. 15% Lack of company loyalty Companies want their teams to be loyal to them. They want them to share their values, follow their mission, and stay with them no matter what. What businesses may not realize is that teams expect the same treatment. They want their place of work to be loyal to them, invest in their development, provide them with perks and advantages, and offer them the care they deserve. Lack of thereof can be a deciding answer to the “Should I stay or should I go?” question for about of workers. And that is not going to be a decision a business will like. 20% Which industries are the most vulnerable? IT, media and PR, non-profit organizations, education, and government are more prone to experiencing churn and are more likely to deal with job-hopping professionals. This is usually due to low pay (government and education) or the abundance of other roles in the industry (IT and media). Combined, the above-mentioned factors paint a depressing picture. Nevertheless, there are steps leaders can take to stop job-hopping and build a lasting and professional team. What can leaders and managers do about job-hopping? Through thirteen years as a CEO and a Managing Partner, I have developed five steps that have helped me deal with teammates. job-hopping Step 1: emotional connection matters In my opinion, this is a lesson every leader should learn. To build a personal and emotional connection with my teams, I like to make little notes on everyone I come in contact with. This way, when I have a chance to personally communicate with them, I can ask them about important things like their hobbies, goals and even pets. Seeing their faces light up when I mention something that matters to them makes my day every time. Plus, it helps me form strong bonds that prevent the SupportYourApp team members from job hopping. Step 2: out-of-workplace communication should be encouraged Not something a lot of professionals can afford — dedicating their personal time to communication with their colleagues. Nevertheless, setting up team-building events that take place in a cozy café or, even better, out in the open, is crucial. The bonds built during such events may last a lifetime. At , one of our favorite ways to spend time together is sport. Marathons, charity runs, yoga and meditation sessions, and so on. This is not only a good way for us to bond, but to take care of our well-being. SupportYourApp Step 3: there should be a possibility of professional development With only of professionals sure about their professional development at their current job, it is no wonder that we are facing job-hopping. After all, no opportunity for promotion or growth is people quit. 25% one of the most popular reasons There should always be room for people to grow. Teams should have a clear understanding of what steps they need to take to push their careers to new heights. Businesses should also provide their teams with several directions they can take their careers in. It will give a team member a reason to stay with their current company for a long time, and it will allow businesses to find new opportunities and directions. For example, 60% of SupportYourApp’s management team was promoted from the positions of customer support consultants. When our team was smaller, this number was as high as 95%. We are creating greenhouse conditions for internal professional growth so that everyone has a place to develop and fulfill their professional potential. Step 4: a team simply must be listened to Businesses often treat team satisfaction surveys as something that has to be sent out and then ignored. They think their teams treat it like an opportunity to complain about working hours or low pay. What we have found is that teams use satisfaction surveys to express gratitude and offer their advice to make their place of work better. They want to show they care, and this is a perfect way for them to do so. If a business wants to retain its team, every voice and every thought needs to be heard and considered. This is the only way to build a company where people will want to stay. Such surveys can help a business review insurance and vacation policies, implement new team activities like book and movie clubs, and even make necessary in-office adjustments. Why am I so sure about it? Because this is the practice SupportYourApp has been using for more than 13 years now. Step 5: it is important to be a leader, not a ‘pusher’ I will not tire of saying — the best way to manage people is to . Pushing one’s team to do something they may not want to do and refusing to respect their opinions is one of the signs of a toxic manager. It is almost sure to become a reason behind churn and job-hopping. lead by example Being a leader is all about inspiring people, motivating them, and creating an atmosphere where they will want to stay and thrive. The catch? There is no limit to how good a leader can be, so the process of becoming one is ever-ongoing. Which is one of the things I love about it.

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