Back in 2016, I wrote an article on my blog at www.securitynik.com titled "On recruiting and retaining talented Cyber Security professionals". (https://www.securitynik.com/search?q=center+for+strategic). In that article, I referenced a Center For Strategic and International Studies report: (https://www.csis.org/analysis/recruiting-and-retaining-cybersecurity-ninjas) and agreed with the report findings, given my own experience with the topic.
Here we are in 2024, and this problem might have gotten worse, as top talent in general can be harder to retain and even costlier. This problem has now extended to the new hot and exciting field of AI. As reported by the Wall Street Journal "American companies are in the midst of an AI recruiting frenzy" (https://www.wsj.com/articles/artificial-intelligence-jobs-pay-netflix-walmart-230fc3cb).
Many, (almost all) organizations, talk about their people being their most important assets. However, how many of these organization are truly practicing what they are preaching? We read about quiet quitting, massive layoffs, etc. What gives? Is it the employee or the companies at fault, for this seeming lack, of a mutually beneficial relationship?
Before we move forward, let us be clear. I'm not speaking about this topic from a HR perspective, as I am in no position of authority to do so. However, I do bring credibility to this topic, having been a Manager, Sr. Manager and now a Director in a Managed Security Services, Security Operation Center (SOC), where I led the creation and expansion of the initial Cyber Security Team. I do bring credibility, having led the resource development and or expansion of SOCs in Canada, India and Eastern Europe. More importantly, I do bring credibility to this topic, having worked with local colleges as part of their Program Advisory Committees (PAC) and as the lead who recruited, developed and retained those colleges resources as part of their co-op and eventual hire within the SOC. Additionally, I have been a mentor for The SANS Institute and Ryerson (now Toronto Metropolitan University (TMU), as part of the Rogers Cyber Secure Catalyst program and now their Advanced Cyber Education (ACE) program. These experiences gives me a better vantage point and (in my opinion 😉) the credibility to speak on this topic, maybe even better than some HR professionals 😉
So with that said, here are my 3 keys to successful retention of your critical resources: Respect, Appreciate and value
Respect:
Your employees want to feel (notice the emotion) respected. If you don't respect your employees, there is always a recruiter out there who respects what they have done, trying to poach them to see if they can replicate their work in a different organization. Remember, this is the 21st century. While people still do send out applications, the reality is, in most cases, your employees are being regularly contacted by recruiters. This makes it easy for your critical resources to take their talents to another organization. As I stated in my 2016 article, I have been on both sides of this equation. First, being directly recruited by other organization/recruiters and on the other side, watching my people being recruited.
Appreciate:
Your employees want to feel (notice the emotion again) appreciated. We live in a world where some folks do it for the likes rather than the love. The social media generation wants constant affirmation. Pay attention to their needs. If you do not show appreciation and someone else does, then it is more likely your critical resources will leave your organization. Let's also be clear, the grass (company) on the other side of the fence is not always greener. Sometimes it is even fake grass. However, what most employees want, is to know the patch (business unit) of the lawn they are standing on, has a caretaker (leader) that keeps that patch real, comfortable and worthy to stand on. Remember, people don't leave bad companies, they leave bad managers. So if their immediate manager is great, your employees are willing to ignore the rest of what is going on within the organization.
Value:
Your employees want to feel (notice the emotion again and again) valued. Your employees want to know (not emotion now, but logic) they are being compensated fairly, at market value. Most employees are not interested in becoming millionaires/billionaires. They all don't aspire to become the next Head ... In Charge (H.IC). They just want to be able to support their families. Let's be clear, every employee cannot be valued from the same perspective. There are employees that are rockstars and will succeed in any organization/environment. Then there are the rocks, indispensable to your organization, solid in what they do but are not confident about how they would do outside of your org. Then there are the "pebbles", those that are there just because, but do play an important role. Ensure you at least prioritize your rockstars and rocks. Be aware, there is always someone else willing to pay more. However, your employees are more likely to give you loyalty and stay with your organization, even if more is being offered, once they know they have your respect, you appreciate them and you value them.
Extra (Should this be extra in today's world?)
Since I am here, have flexible work from home policies where and when possible. Come on this is the 21st century. Let's measure performance and quality of output, rather than attendance.
Ohhh, on a parting note (my rant) for those leaders who talk about remote work “... doesn't work for those who want to hustle", let's be clear, a real hustler, hustles, whether you give that person a street corner or a corner office.
