Ways to Improve Tech Employee Satisfaction

Stop trying to attract tech talent with ping pong tables. After hundreds of interviews with top tech professionals, I can tell you what actually matters: 👉 Meaningful impact on real problems 👉 Clear growth trajectories 👉 Autonomy with accountability Tech talent wants to know: "Can I make an impact here?" "Will my work matter?" "Can I grow without leaving?" The perks that grab headlines are rarely what retain exceptional people. Companies spend thousands upgrading break rooms when they should be upgrading their communication about company impact. Try this instead: 1. Document and share specific examples of how technical work affected business outcomes 2. Create transparent growth frameworks that don't require moving into management 3. Give ownership, not just tasks - let people solve problems, not just implement solutions Your most powerful recruiting tool isn't your benefits package - it's your existing talent telling authentic stories about their impact. What's the most meaningful aspect of your company culture that attracts top talent? The answer might surprise you. #TechRecruitment #TalentRetention #MeaningfulWork #TechCulture #CareerGrowth

🔥 A bigger paycheck won't fix a toxic workplace. You don’t retain great talent with money. You do it with meaning. ✅ Here’s how to build a culture that people actually want to stay in: → Trust your team to do what you hired them for. ↳ Micromanagement kills confidence. Let them lead. → Measure outcomes, not activity. ↳ Empower people to solve problems their own way. → Give feedback that fuels, not controls. ↳ Make it constructive, consistent, and respectful. → Let decisions happen at every level. ↳ Autonomy drives ownership and innovation. → Celebrate wins like they matter. ↳ Recognition isn't a perk. It's a performance driver. → Invest in your people’s growth. ↳ Development is the new retention strategy. → Invite new ideas, even if they challenge you. ↳ Creativity thrives where safety exists. → Respect their time like it's your own. ↳ Fewer meetings = more trust + less burnout. → Protect work-life balance at all costs. ↳ Happy humans are productive humans. → Lead with trust. Always. ↳ Your culture is built in the quiet moments of empathy. 💬 What’s one small cultural shift that made a big impact on your team? 🔁 Know someone trying to build a better workplace? Send this their way. #LeadershipDevelopment #EmployeeExperience #CultureMatters #RetentionStrategies #PeopleFirst

Companies think employees care about fancy coffee machines and branded swag. Employees actually care about respect, empathetic leadership, trust, and flexibility. While companies debate which coffee brand to stock in the kitchen, their best people are leaving because they don't feel valued or trusted. Here's what I've learned after working with hundreds of companies and students: The companies with the lowest turnover aren't the ones with the best perks. They're the ones where people feel genuinely respected and heard. Here are 3 actionable ways to start closing this gap: 1. Replace status updates with real check-ins → Instead of "How's the project going?" ask "What support do you need to succeed?" Listen to the answer and act on it. 2. Make transparency a weekly habit → Share company wins, losses, and decisions openly. Even if you can't share everything, explain why you can't. People respect honesty over silence. 3. Give flexibility before people ask → Don't wait for burnout. Proactively offer flexible hours or remote days. Trust your team to manage their time like adults. Your ping pong table isn't keeping anyone. Your culture is. Stop asking "What perks can we add?" and start asking "How can we make people feel more valued?" The data is clear. The question is: are you listening? What matters most to you in a workplace? Let me know in the comments! ♻️ Repost if you found this insightful 👊 Follow Ford Coleman for more!

A healthy company cultures drives performance more than anything. Here are 3 things we did & 3 things we do to prioritize our people 🔽🔽🔽 5 years ago we decided that the best way to run a business, for the people and the profits, was to prioritize the people. Since then we have added $30,000,000 to the top line. Our net income in May alone was 7x more than it was in the entire year of 2014. 3 things we did: ✅We doubled pay per person ✅We doubled vacation days ✅We tripled paid holidays off Your people need to make good money. If you want to attract the best talent, you need to pay them. After you pay them, you need to give them time away from work. Because they effing grind and just like elite athletes, they need time to recover. We’ve learned that more time off doesn’t hurt the numbers, it actually increases them. Your people come back energized and motivated to blow through walls. So pay them damn well, and give them time off. Don’t do this and you have no chance. 3 things we do: 1️⃣We prioritize teamwork No one is better. We all just play different positions. All of our branches are decentralized, with the branch manager as the CEO. They have their own leadership team. They create their own goals. They determine their strategy. Most of them profit share. We share all the numbers. We share all the metrics. There’s nothing that I know that our people don’t. Everything is out in the open. 2️⃣No ego bosses Nothing kills employee happiness like a bad boss. And there’s nothing worse than a big ego boss. We don’t hire people with big egos. If we accidentally do, we work on them or we get them out fast. If you want your employees to be happy, create a culture where big egos are disgusted. 🤮🤮🤮 3️⃣Quarterly Conversations All our employees have a 2 hour sit down every quarter with their boss. Off site. It’s not a damn performance review. There’s no pre made form. It’s just a hang out session to talk about: - what’s working - what’s not working How are you? How’s the family? Where’s your head at these days? These hang outs are probably the most important thing we do. Our employees go through crap. We all do. We must prioritize time to sit with them and see where there head is at and where they are mentally. ❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️❤️ It’s so obvious when you walk into an organization where the employees actually want to be there. It’s inspiring! And it makes you want to spend even more money and support the biz! We all know a business like that. Well, it doesn’t just happen randomly. It happens because the leaders have a genuine love for their people. They’ve figured out that the soft stuff matters. Compassion. Humility. Teamwork. This stuff matters. Master it, and not only will work not suck, but work will be a place your employees actually want to be!

Almost all companies today are software companies. This means that attracting and keeping good developers is mission critical. So how do you build a strong dev culture? Follow these key steps: 1) Have a clear mission. Do developers really understand and believe in the mission of the company and its product? If not, it's hard to recruit them and to keep them around. The mission doesn't have to be grandiose but it needs to be clear — with real impact on end users. In Harness' case, we want to improve the developer experience for the 35 million software developers around the world 2) Reduce toil. Too often, developers held back by outdated processes and a lack of tools. Instead of spending time on the creative (and highly rewarding) work of solving problems with code, they're spending time on administrative and busy work like waiting for builds to get done or approval to go forward with the next stage of a code change. The right platform can make a huge difference. Continuous integration/continuous delivery (or CI/CD) tools have become table stakes among high-performing engineering teams. AI and machine learning are taking this to the next level. 3) Continue to challenge them. Developers enjoy solving hard problems. If they don't feel challenged in their role, they're more likely to start looking for something tougher and more stimulating. It’s crucial to keep finding technical challenges that put them to the test. Developers are the driving force behind tech advancement. Like all highly-skilled professionals, they care about compensation. But in my experience, these larger cultural considerations are just as important.