This post is more of an open discussion on some events that I have been witnessing in our Industry for some time, and I think they cause some serious road blocks for our new startups to grow from a small startup into a larger entity.
Here is the typical scenario.
A new startup is founded the founders work day and night try to hire the best talent in what ever limited budget constraints that they have groom them, stay up at nights to see the business end while mentoring their young team in day time. After several sleepless nights and frustrating days, things finally start to fall in place, they donâ€™t have to monitor every communication of their team can assign tasks and expect things delivered, repeat clients/projects/products start happening around, the startup starts making some profit, and the founders finally feel that the initial issues are done with, they start thinking about growth new areas to exploreâ€¦. Then suddenly it starts happening, all their senior team, people who they have taught and built up with start leaving one by one, and the drainage is very rapid with in a couple of months the founding members find the with another group of young (and maybe senior developers if they had funds) who they need to start with all over again, and this cycle goes on and on.
I have seen this happen to multiple times to multiple organizations, some times this is so devastating that the organization simply fades away.
And this rapid exit does not happen due to foreign immigrations or studies, because that is a continuous trickle the managing group knows about that trickle and counters it, they are aware of admission times and dates when people leave for studies.
There can be multiple reasons and probably you readers are in a better position to comment on this, but in few instances i saw and was able to identify in one of them was that the drain starts with one senior person going to a competing organization. Since most of our Organizations work in a hierarchy where the immediate Project Manager or Manager is the closest to employees, and we donâ€™t usually rotate the employees from their groups (so in a span of one organization one employee would have worked mostly with the same manager), he starts pulling his best sub-ordinates and as he is aware of in an out of the organization knows the weakness and uses those to lure away the second layer as well.
But that is only one area I was able to pin point, there are I know multiple reasons, and till now I have not seen any counter measures that works to stop this, if you have seen experienced this and had some how managed to survive or counter this, I am sure others would benefit greatly from the experience.
Do speak out, lets see if we can find a solution to this.
TechLahore has written an excellent post on the same topic,here is the link and following is an excerpt of the solution
Truth be told, Pakistani software companies share blame for the negative behaviour we see these Lethargians exhibit. If youâ€™re going to get two raises a year when the going is good with no regard for your personal performance, sure youâ€™re going to develop ludicrous and unsustainable expectations! If youâ€™re naturally prone to focusing on the short-term benefits of a slightly higher salary, Pavlovian programming such as this will only ruin you further.
I think itâ€™s time the industry as a whole acknowledged that weâ€™re tolerating lots of C and D players because not nearly enough A players are being produced. And once we acknowledge this, we really need to arrive at some sort of collective agreement that we canâ€™t keep playing the â€œincent, use and loseâ€ game any longer. Itâ€™s ruining the pool of human resources we all have to make do with. Until we do this, itâ€™s each man for himself and victory can only belong to the dark forces of Palpatine.