HR thinks IT wants challenging work, but tech workers value good relationship with management: Survey
Companies need to pull out all the stops to retain technology workers, even if it means recruitment efforts take a back seat, according to a survey, conducted by KPMG Canada and sponsored by Canadian HR Reporter, being presented as part of TorontoTechWeek, which runs from Sept. 22 to 26 in Toronto.
Assessment of the Work Environment for Technology Professionals, which surveyed 778 technology workers, technology hiring managers and HR professionals, confirmed there is a disconnect between what IT professionals are looking for on the job and what human resources departments are offering.
Worse, the survey showed that unless HR and management do more to entice technology workers to stick around, 43 per cent of them are likely to flee the coop for more money or a promotion within one to three years, said Mark Smith, global and national leader of people and change services at KPMG Canada.
In fact, the number one reason technology workers would be compelled to stay longer than three years with their current employer is a “good working relationship with my manager/management.” This was ranked first by almost 70 per cent of respondents, followed by a “positive work environment” (60 per cent). “Compensation” and “recognize my contributions” tied for third (57 per cent).
“A lot of the factors that go into why people are staying or choosing to leave really are soft dimensions according to the findings,” said Rob Berger, president of Toronto-based ROSS Recruitment Solutions, co-sponsor of the survey and chair of the Talent Management and Career Day at TorontoTechWeek. “They can be distilled down to cultural factors, such as work environment and recognition. Compensation really isn’t top of the list.”
In ranking key retention factors, “good working relationships” didn’t make HR professionals’ top three list, which was almost entirely out of sync with the technology workers’ list. HR professionals ranked “challenging work” the highest (53 per cent), followed by “compensation” (51 per cent) and “work-life balance” and “training opportunities” (tied at 40 per cent).
“HR needs to be doing more to emphasize softer elements in the corporate culture, a lot more team building and positive environment setting,” said Berger.
Technology workers are too often promoted to managerial positions based on seniority or technical skills, and little is done to assess their leadership skills, never mind providing training to enhance those skills, he said.
The most surprising finding shows technology workers are a lot more in tune with their social skills than they may be given credit for. They ranked “interpersonal skills” as the number one on-the-job success factor.
“So this means we’ve turned our techies into touchy-feelies,” said Smith. “They really have recognized that if they want to get across their good insights in a technical world, then they have to be strong communicators and relationship managers. Meanwhile HR doesn’t seem to recognize that they get that, or the importance of that. This is a telling sign of what’s actually happening in the trenches.”
Saying thanks
HR and technology workers also differ on the types of rewards employees really appreciate, according to the findings, said Smith.
“I’ve been in HR and the natural tendency is to think you need to have programs to affect a lot of people. But an essential form of recognition is your boss saying, ‘Hey, way to go.’ Each group has a different frame of reference. IT people talk about wanting recognition at the personal managerial level. And HR people think about gold plaques or award dinners. We’ve got to realize that 64 to 80 per cent of the most fundamental forms of communication come from your boss.”
It’s harder for HR to influence managers to behave in certain ways, he said.
“But as HR develops more strength and knowledge and credibility in their company, the more they can influence them.”
A surprise for HR
One unexpected finding in the survey: Among the top five programs offered to employees, HR ranked learning, education and training programs number one at 86 per cent, followed by pensions and RRSPs (82 per cent), performance management (70 per cent), recognition programs (65 per cent) and work-life balance (64 per cent).
However, when asked whether their employer provides them with adequate opportunities and support for training and career development, 20 per cent of technology workers said they do not have any support, and 61 per cent said they had only some support, whereas 19 per cent said they were given support to a great extent.
“I am sure this is surprising to many HR professionals. I don’t know whether they are missing the mark, or if tech workers aren’t vocal enough,” said Berger. “It’s probably a bit of both.”
The contrasting perspectives might be a result of “supply side economics,” said Smith.
“HR tends to think, ‘If we build it, they will come.’ The dilemma is that IT people, like any skills worker these days, don’t have the time to take it and, therefore, value the training HR has provided. It’s definitely a Catch-22 for HR.”
For more information about TorontoTechWeek, visit www.torontotechweek.com.
Lesley Young is a Newmarket, Ont.-based freelance writer.
Assessment of the Work Environment for Technology Professionals, which surveyed 778 technology workers, technology hiring managers and HR professionals, confirmed there is a disconnect between what IT professionals are looking for on the job and what human resources departments are offering.
Worse, the survey showed that unless HR and management do more to entice technology workers to stick around, 43 per cent of them are likely to flee the coop for more money or a promotion within one to three years, said Mark Smith, global and national leader of people and change services at KPMG Canada.
In fact, the number one reason technology workers would be compelled to stay longer than three years with their current employer is a “good working relationship with my manager/management.” This was ranked first by almost 70 per cent of respondents, followed by a “positive work environment” (60 per cent). “Compensation” and “recognize my contributions” tied for third (57 per cent).
“A lot of the factors that go into why people are staying or choosing to leave really are soft dimensions according to the findings,” said Rob Berger, president of Toronto-based ROSS Recruitment Solutions, co-sponsor of the survey and chair of the Talent Management and Career Day at TorontoTechWeek. “They can be distilled down to cultural factors, such as work environment and recognition. Compensation really isn’t top of the list.”
In ranking key retention factors, “good working relationships” didn’t make HR professionals’ top three list, which was almost entirely out of sync with the technology workers’ list. HR professionals ranked “challenging work” the highest (53 per cent), followed by “compensation” (51 per cent) and “work-life balance” and “training opportunities” (tied at 40 per cent).
“HR needs to be doing more to emphasize softer elements in the corporate culture, a lot more team building and positive environment setting,” said Berger.
Technology workers are too often promoted to managerial positions based on seniority or technical skills, and little is done to assess their leadership skills, never mind providing training to enhance those skills, he said.
The most surprising finding shows technology workers are a lot more in tune with their social skills than they may be given credit for. They ranked “interpersonal skills” as the number one on-the-job success factor.
“So this means we’ve turned our techies into touchy-feelies,” said Smith. “They really have recognized that if they want to get across their good insights in a technical world, then they have to be strong communicators and relationship managers. Meanwhile HR doesn’t seem to recognize that they get that, or the importance of that. This is a telling sign of what’s actually happening in the trenches.”
Saying thanks
HR and technology workers also differ on the types of rewards employees really appreciate, according to the findings, said Smith.
“I’ve been in HR and the natural tendency is to think you need to have programs to affect a lot of people. But an essential form of recognition is your boss saying, ‘Hey, way to go.’ Each group has a different frame of reference. IT people talk about wanting recognition at the personal managerial level. And HR people think about gold plaques or award dinners. We’ve got to realize that 64 to 80 per cent of the most fundamental forms of communication come from your boss.”
It’s harder for HR to influence managers to behave in certain ways, he said.
“But as HR develops more strength and knowledge and credibility in their company, the more they can influence them.”
A surprise for HR
One unexpected finding in the survey: Among the top five programs offered to employees, HR ranked learning, education and training programs number one at 86 per cent, followed by pensions and RRSPs (82 per cent), performance management (70 per cent), recognition programs (65 per cent) and work-life balance (64 per cent).
However, when asked whether their employer provides them with adequate opportunities and support for training and career development, 20 per cent of technology workers said they do not have any support, and 61 per cent said they had only some support, whereas 19 per cent said they were given support to a great extent.
“I am sure this is surprising to many HR professionals. I don’t know whether they are missing the mark, or if tech workers aren’t vocal enough,” said Berger. “It’s probably a bit of both.”
The contrasting perspectives might be a result of “supply side economics,” said Smith.
“HR tends to think, ‘If we build it, they will come.’ The dilemma is that IT people, like any skills worker these days, don’t have the time to take it and, therefore, value the training HR has provided. It’s definitely a Catch-22 for HR.”
For more information about TorontoTechWeek, visit www.torontotechweek.com.
Lesley Young is a Newmarket, Ont.-based freelance writer.
