Here's how you can effectively retain top talent within an engineering team.

In my experience, it is not just about having a growth policy and documented career plans, it is important that these can be implemented effectively and that they are visible and achievable, with this it will be possible to draw up a plan and follow it. A motivated employee who is aware of the opportunities and recognitions he may have will always give his best in his activities. On the other hand, it is of no use to have the necessary guidelines to develop within the company if they are not in the public domain; Just as it is useless to have growth patterns within the company that in the end cannot be implemented due to budgetary issues or underdeveloped hierarchies, which is why it is important to be coherent between speech and action.

In my opinion, offer competitive compensation, and provide growth opportunities. Promote work-life balance, engage engineers with challenging projects, with solution oriented approach and regularly solicit and act on feedback. These strategies ensure a supportive environment where engineers feel valued, motivated, and satisfied, leading to sustained innovation and success.

One thing I enjoy about being a leader is the opportunity to harness the potential of the team, however all too often I have found that continuous development tends to take a backseat to the “day-to-day”. Tailoring your teams development offer requires a commitment from your team, as well as a commitment from you to create space for their growth. When growth becomes part of your team's core, you can unlock something truly special within your teams.

One of the things I find worthwhile to consider is developing an inclusive culture that is Aligned to the strategic goals. This can be possible more if the TEAM (Trust, Empowerment, Appreciate, Motivate) acronym is respected. Within trust a leader needs to consider the importance of transparency in every step of the way to ensure relationship is not compromised. Understanding of team member's uniqueness and capitalising on the strengths. Last but not least, communication timeously to ensure team members are not guessing where they are and where can they compliment their skills rather than competing from within the company. Continuous improvement is such an empowering tool for the team also appreciate and motivate the team

I remember a powerful TED Talk by Simon Sinek where he shared the story of “Noah, driving home the importance of culture to building a high performing team. Create an environment of open communication where everyone feels like they can bring their whole selves to work and contribute to the teams mission. Reflect on your purpose as a team and transmit that to your team- in my role, what’s most important is that everyone goes home safe so I foster a culture where everyone looks out for each other. Pay attention to your team, encourage feedback, positively reinforce good behaviours and always remember to lead by example. This will set the foundation for your teams success

Managers routinely underestimate the effects that recognition, and more importantly appreciation, can do for an employee. Celebrating the successful completion of projects, recognizing milestones, and awarding employees for company firsts can build morale and team cohesion. A happy and cohesive team will communicate clearly, enabling them to solve problems more quickly, and learn from each other more effectively. Rewards don't always require a bonus or a raise. I have given some of our tradesmen and blue collar employees a paid half-day off on Friday, especially when the work days have been late and laborious. This small gesture and acknowledgement of their work during the week increases their loyalty and commitment to the team.

As an Engineering Manager, I will ensure that each team member is placed in the right position and pay scale based on their capabilities and performances I will review company policies and requirements to identify opportunities for their promotion. Encouraging employees to complete any necessary formalities/courses for their advancement is crucial. I will discuss their strengths and weaknesses with top management, emphasizing the potential for improvement and, where possible, advocating for leniency on minor weaknesses that do not affect their role so that High performing talents provided with competitive compensation and promotions

Foster a culture of empowerment by encouraging engineers to take on leadership roles within their projects. Allow them to lead meetings, present ideas to stakeholders, and mentor junior team members. This not only builds their confidence but also hones their leadership skills. Encourage open communication and feedback loops where engineers can voice their ideas and concerns freely. By recognizing and celebrating their achievements, you create an environment where they feel appreciated and motivated. This sense of ownership and recognition inspires a deeper commitment to their work and drives continuous innovation, ultimately leading to greater job satisfaction and retention of top talent.

Instill and build trust in your engineers by empowering their autonomy. Discuss the assignment / responsibility and be clear on the expected outcomes -- i.e. what they are responsible for delivering. Start by asking them to playback the requirements in their own words (preferably in written form). Then ask for an initial plan on how they intend to accomplish the goals (giving sufficient time for them to formulate it). Review the initial plan with them, highlighting both good insights and areas of concern. Confirm they have the info needed to address feedback and discuss how to move forward from there (e.g. more detailed plan, begin executing, do a prototype, etc.). Clarify expectations on reporting progress, concerns, risks, & issues.

As an Engineering Manager, I will avoid treating high-performing and non-performing employees equally, as this can demotivate top talent. When high performers see their efforts are not uniquely recognized or rewarded, they may feel undervalued and frustrated, leading them to either leave the company or reduce their engagement. This scenario not only diminishes productivity but also negatively impacts team morale and overall company performance. To address this, I will implement improvement plans for underperforming employees and, if necessary, enforce consequences for continued non-performance which is not tolerated. I will create an environment where top performers feel valued and motivated, reducing the risk of disengagement or turnover.

Offering competitive compensation and benefits is a fundamental strategy for retaining talent. In addition to salaries, benefits packages that include comprehensive health insurance, retirement plans, and unique perks can set a company apart. Best example, Google provides employees with various perks such as free meals, on-site fitness centers, and generous parental leave policies. These benefits not only attract top talent also they ensure employee feel valued and less like likely to better offers .

Offering competitive compensation can not solo employee retention. An open culture, learning opportunity, opportunity for growth, appreciation and acknowledgement are the keys. The team should feel at home taking ownership of their work. More importantly Employees don't quit for just low salary but more for toxic culture and a bad manager