职业与工作方法thedailywtf.com
解决人员流动问题（不寻常的 Daily WTF）
Solving turnover (unusual dailywtf)
2008 — 2010，它一次次回到首页
黑点是上首页（≥ 50 分）的那次投稿，空心点是没冲上去的投稿，点越大分数越高。
导读
这篇文章探讨IT行业高人员流动率问题，提出“不晋升就离职”（up-or-out）等策略，并讨论公司如何通过投资培养人才、将离职员工视为校友来应对流失。评论围绕该策略的利弊、跳槽与加薪的关系以及工程师的职业特性展开。
为什么经久不衰：它触及了技术行业人才保留与职业发展的永恒矛盾，其中“校友文化”和“投资培养即使留不住人”的观点至今仍具启发。
HN 评论精选
将离职员工视为校友而非前员工，能带来积极价值。
“一家有离职文化的公司没有前员工，只有校友。”这句话真的很打动我。你可以拐弯抹角说“被巴士撞了”，可以正面说“中了彩票”，或者真正拥抱一个普遍的社会现象并从中获益。
snprbob86查看英文原文
"A company with a culture of quitting does not have ex-employees; they have alumni." That point really hit home with me. You can beat around the bush and say "hit by a bus". You can put a positive spin on things and say "win the lottery". Or you can actually embrace a common social phenomenon and reap the benefits.
律所投资培养人才即使留不住，也能建立长期关系并让人才受益。
这确实是一篇好文章。我法学院的一个同学毕业后去了Cravath律所的纽约办公室，他一开始就知道自己不太可能成为合伙人。但我很羡慕他暑期实习时得到的指导。Cravath投入大量资源培养人才，即使知道留不住所有人，仍通过这种投资与许多最终去其他律所的优秀律师保持关系。我的同学离开后在其他城市发展得很好。
tokenadult查看英文原文
This really was an excellent article. I have a law school classmate who started at the New York City office of Cravath, Swaine, and Moore http://www.cravath.com/Cravath.html (the original "Cravath firm," of course) right after law school, having previously done his summer job between second and third year of law school there. He figured from the beginning that he would be very unlikely to make partner there. But I really envied the mentoring he received during his summer associate summer--mine was nothing at all like that. Cravath invests immense resources in developing talent, even though the firm knows it can't keep all the talent it develops. It still can keep relationships with many of the best lawyers who end up in other law firms by making that investment. My law school classmate has had a great career in another city since leaving Cravath.
跳槽是加薪的主要途径；留人需大幅加薪和提供项目轮换。
他忘了提：不幸的是，在我们这个行业，你不得不跳槽才能获得好的加薪。很多雇主在雇用某人后只把工资提高一点点，却不承认员工几年后变得更有价值，对20多岁的人尤其如此。留住员工的一个办法是：给他们真正好的加薪，并让他们在厌倦当前工作时换项目或团队。
ardit33查看英文原文
he failed to mention, that unfortunately, in our profession you have to quit and get another job in order to get a good pay raise. A lot of employers, once they hire somobedy, raise the salaries just enough, and a bit, but they fail to recognize that the employee is much better developer and valuable than he was a couple of years ago. This is especially true to people in their 20s. One way to retain employees: Give them really good raises and money to stay. Let them switch projects, or groups, when they are bored with what they are doing.
人才流动是公司行为变化所致；工程师本性上并不喜欢频繁跳槽，只要工作不无聊就会留下。
“大多数有才华的软件开发者不会在一个地方待太久”——如果这是真的，那也是公司行为变化导致的近期现象，而非工程师的内在特性。看看贝尔实验室、惠普、早期的微软，工程师们待了一辈子。经典的例子是沃兹尼亚克不想离开惠普。后来变化的是公司现在只做一件事，并把员工专业化到极致。你需要允许工作有一定变化，否则任何人都会厌倦并离开。连谷歌也有这个问题：你可以换项目，但必须使用同样的基础设施且是Web应用，这没法跟贝尔实验室比。大多数程序员按普通标准并不雄心勃勃，而且倾向于规避风险。只要不把他们的工作变得极度无聊或烦人，他们真的永远不会离开。
glymor查看英文原文
> most talented software developers tend to not stick around at one place for too long If this is true then it's a recent development caused by changes in companies behaviour rather than anything intrinsic to engineers. If you look at Bell Labs, HP, even Microsoft back in the day, engineers stayed there forever. The perennial example would be Steve Wozniak not wanting to leave HP. What has changed since then is perhaps that companies now only do one thing and then specialize their people even beyond that. You need to allow some variation in work or anyone would get tired of it and leave. Even Google falls foul of this, you can change and work on any project as long as it uses the same infrastructure and is a web application, this doesn't compare well to Bell labs. Most programmers are not ambitious by normal standards and tend to be risk adverse. As long as you don't make their job deeply boring or annoying they will literally never leave.
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