Here's how you can attract and retain top talent as an engineering manager in a competitive job market.

Leaders can improve hiring results 10x with a single, strategy level, mindset change. ** Architect hiring by asking: If I was starting my own job search today, what would I want? ** How this spins takes many forms. Here's my top 5! 1. Define and communicate job transparently so they know exactly what they're getting into. 2. Decide to lead your team 1st based on their career-best-interest, then sync with corporate goals. 3. Define operating culture, values & beliefs (more transparency required). 4. Master interview techniques that both 'attract' great people, and 'assess accurately'. 5. There's no single leadership skill that will pay you more dividends than accurate hiring. Treat mastering this skill with the respect it deserves!

Your existing engineering culture and practices will give you a"snowball effect" - great engineers and great practices already in your organisation will organically attract more great engineer and adoption of more good practices which in turn... and so on and so forth. So make sure you get the cycle right. Follow the engineers lead on how they believe candidates for your engineering roles should be vetted and enable team-insight-driven decision making on hiring.

Give responsibilities to get new business or projects and then managing them. Learning opportunities are always the part of growth.

Talented engineers are often driven by the desire to advance their skills and work on cutting-edge projects. Provide clear career pathways and invest in ongoing education and training programs. Encourage your team to attend conferences, participate in workshops, and pursue certifications. By demonstrating a commitment to their growth, you'll not only lure high-caliber candidates but also inspire loyalty among your current staff.

Top engineering talent gravitates towards organizations that prioritize continuous learning and innovation. Create an ecosystem where engineers are encouraged to explore new technologies, attend conferences, and participate in hackathons. Implementing a structured mentorship program, where experienced engineers guide newer team members, can foster a collaborative learning culture. This not only enhances skills but also builds strong professional relationships within the team.

A strong engineering team thrives under visionary leadership. As an engineering manager, embodying and promoting key leadership qualities—such as empathy, decisiveness, and transparency—creates a trust-based environment. Leaders who invest time in understanding their team's individual motivations and challenges foster loyalty and engagement. For instance, regular one-on-one meetings focused on career aspirations and personal growth can significantly boost morale and retention.

A diverse and inclusive workplace attracts a wider talent pool and fosters innovation. Ensure that your hiring practices are inclusive and that your workplace culture respects and values diversity. Implementing training on unconscious bias and promoting a culture of respect and inclusion can enhance team cohesion and attract diverse talent.

I think with positioning innovation towards giving back through environmental, social, and governance (ESG) projects, candidates will be able to see and measure their contributions at a larger and with true measurable impact. I am seeing large organizations now requiring an E.S.G. score. In order to have a favorable score you have to do the work, not just talk the talk, towards proving and measuring how your company is driving impactful change.

I agree, and would like to add it is important to recognize, celebrate and communicate externally on various social platforms, and on professional engineering paid membership platforms.

In addition to the mentioned perspectives, amidst these uncertain times, it is crucial to establish an environment that values and acknowledges individuals. Allow employees to discover their true potential within the organization and cultivate a supportive culture. Additionally, infusing team meetings with elements of fun can enhance morale and engagement. The work environment should be alluring, as each person excels in their unique strengths, and meritocracy thrives. Most importantly, personalized development and a coaching culture prevent the implementation of generic development programs that may not cater to everyone's needs effectively.