QUOTE(mimikw @ Feb 19 2022, 11:15 AM)
Back in my agency days, we always conduct these type of surveys to see how we can help client retain talent and the baffling discovery is most employee leave not for better salary, they leave for better work culture. Like they say, culture eats strategy for breakfast and culture stems from the top. That's why you see top companies like Google & Meta offer free meals, childcare/barista/gym services/ full flex work arrangement/ 6 months maternity leave just to keep employees happy. You can pay your employee at max range but it won't keep them for long if they're not enjoying what they're doing. Aside from remuneration and job growth (promotion), we also find employees wants to feel belonged so monthly townhalls/all hands are good to keep them engaged. Reward and Recognition are both important. Showcase them if they've done a great job. Some employers also invest in up skilling them (sending them for courses, even overseas short term training and bonding them for 1 year in return).
I get your point although I'd argue that free meals, childcare/barista/gym etc is not strictly culture. To me culture is Google's 20% rule or what Reed Hastings did or the AWS 2-pizza team.
So salary to get people in, culture, growth and engagement to keep people in but as with everything. What I found difficult is to maintain culture as the company grows. Alternatively how to change/improve culture when a company pivots. It's definitely an ongoing process.
QUOTE(mimikw @ Feb 19 2022, 11:15 AM)
Lastly, this is uncommon in Malaysia but here many tech companies especially offer equity to employees that is vested across 4 years. Microsoft, Google, Meta, Uber offers a 4 years vesting schedule of 25%/25%/25%/25% after completion of each year on top of equity refreshers yearly to keep them so this could be a new strategy company can adopt to retain their top talent. Some companies like Amazon are even more aggressive with a backload vesting 10/20/30/40% after each year (so they'll very unlikely to leave after 2 years). Oh well in all honestly you'd be lucky to keep a good employee for 3 years these days.
I've been at a receiving end of this (US based multinational in KL) and I absolutely agree. I think I'm fortunate that I was in an organization that can provide this, but it's not the norm in many public listed companies in Malaysia. I asked Axiata for example during my last interview, they definitely didn't practice that.
QUOTE(mimikw @ Feb 19 2022, 11:15 AM)
After every interview stage, I will also do a follow up to get feedback from the candidate or if s/he has any concerns - it it IMPORTANT we address any concerns soon. If it's WLB (I may arrange an informal chat with someone in the team to reassure the cdd), if it's scope, I'll need to get the hiring manager involved; point is the candidate should feel at ease after the entire process.
Last but not least, the company PITCH is everything > How are you going to pitch about your company? I'd usually start with our vision and mission before going on to growth plans and culture. This is another useful tip. The most interesting interview I've had was with IBM 2-3 years ago where the hiring manager did a fantastic pitch on how IBM was going towards big data and machine learning and not the lumbering outdated giant most tech journalists imply they were. I've always tried to do this when interviewing other people too.
Anyway thank you for your inputs so far.
Feb 19 2022, 08:25 AM
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