Best Balance: How Top Employers Keep IT Staffers Happy
These Best Places keep smart staffers content and secure by feeding their minds and avoiding the urge to overhire.
June 19, 2006 (Computerworld) --
"In some form, our IT group has been around for 50 years," says Jean Delaney Nelson, vice president and CIO at Securian Financial Group Inc. "And we've never laid off an employee."
In a fluid era marked by outsourcing and offshoring, those words are sure to grab the attention of IT professionals. And once St. Paul, Minn.-based Securian grabs, it hangs on. The financial services firm, which changed its name from Minnesota Life last year, boasts a 97.9% IT retention rate. Small wonder, then, that the 400-worker IT group ranks No. 13 on this year's list (see the full list of 100 Best Places to Work in IT employers).
Interviews with Best Places IT organizations (see the complete Best Place to Work in IT 2006 special report) uncover few secrets but much common ground where employee retention is concerned. The keys are careful hiring, a commitment to promoting from within, tireless training and -- perhaps most important -- challenging projects that offer workers the chance to handle hot technologies. Great benefits don't hurt, either.
Hiring and Promoting
It's easy to tune out when top executives talk about all the effort they put into hiring the right people. But our research indicates that Best Places companies do more than talk. For example, Securian says 95% of its present IT staff members were entry-level hires. Coupled with the company's high retention rate, this stat proves that it promotes extensively from within.
Anna Sullivan has worked at Securian for 12 years. A senior systems analyst, she says the company is tireless when it comes to staying current on technology. "I bet I've taken 50 to 75 training courses here," Sullivan says.
Once you've got a sharp worker, one way to keep him is to let him start making decisions right away. That's a tip from San Diego-based wireless vendor Qualcomm Inc., which ranks 23rd on this year's list.
"We push a lot of decision-making down in the organization, so people right out of school get involved," says Norm Fjeldheim, Qualcomm's senior vice president and CIO. As an example, he recalls how a technology team made up largely of junior staffers approached him in 2004 and suggested that virtualizing the company's servers would ease setup. In response, the CIO approved a $150,000 evaluation of VMware virtualization products.

Securian CIO Jean Delaney Nelson, pictured here with staffer Anna Sullivan.
Image Credit: Mark Luinenburg
"We saw early success, so we kept expanding the program until we ultimately put it in production," Fjeldheim says. "Now, 50% of our data center is virtual. We've saved over $3 million on hardware alone, and we can set up a server in 30 minutes." All because some young administrators were intrigued by virtualization's potential.
Hiring managers must also be careful not to underestimate the urge to build an empire when the larder is full. Securian's Delaney Nelson says this has been a key to her group's ability to avoid layoffs. "Some compani
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General Mills, Genentech, San Diego Gas & Electric, University of Pennsylvania and Monsanto top the list.
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