Comments on: Hiring and Retaining High Tech Employees http://www.pjmconsult.com/index.php/2006/02/hiring-and-retaining-high-tech.html General Management and Marketing Advice for Software and Tech Companies Sat, 11 Feb 2012 23:42:20 +0000 http://wordpress.org/?v=2.9.1 hourly 1 By: Jerry Peck http://www.pjmconsult.com/index.php/2006/02/hiring-and-retaining-high-tech.html/comment-page-1#comment-500 Jerry Peck Wed, 14 Jul 2010 09:55:17 +0000 http://www.pjmconsult.com/wordpress/?p=77#comment-500 I like this approach - it makes sense. Underlying these ideas is the building of a 'healthy" organizational culture. I have come to the conclusion that CULTURE may be the most important and powerful attribute of any organization. The other key attribute is strong leadership to re-make or create a strong organizational culture. I like this approach – it makes sense. Underlying these ideas is the building of a ‘healthy” organizational culture. I have come to the conclusion that CULTURE may be the most important and powerful attribute of any organization. The other key attribute is strong leadership to re-make or create a strong organizational culture.

]]> By: David Locke http://www.pjmconsult.com/index.php/2006/02/hiring-and-retaining-high-tech.html/comment-page-1#comment-40 David Locke Sun, 18 Jun 2006 01:50:00 +0000 http://www.pjmconsult.com/wordpress/?p=77#comment-40 We didn't have groups. We also didn't have silos. Nor, did we have processes, or buracracy. Groups are a form of buracracy. Or, call these things by their real name, costs. We couldn't afford them. <br /><br />Stock options made you an owner. Any problem you discovered was yours to fix. Find the expert, get it fixed, but you had to get it fixed. It couldn't be deligated to the expert. <br /><br />Our compensation was tied to company goals, but the reality is that the board and the executives have more impact on those goals than employees. We didn’t have groups. We also didn’t have silos. Nor, did we have processes, or buracracy. Groups are a form of buracracy. Or, call these things by their real name, costs. We couldn’t afford them.

Stock options made you an owner. Any problem you discovered was yours to fix. Find the expert, get it fixed, but you had to get it fixed. It couldn’t be deligated to the expert.

Our compensation was tied to company goals, but the reality is that the board and the executives have more impact on those goals than employees.

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