Insights on Employee Retention in the IT Sector

Adrian Bryant, aged 64, co-founded ADM Computing in 1984 in Canterbury. The company initially focused on selling printer ribbons and floppy disks, progressing to trading early home computers, including BBC Micros and Amstrads. Eventually, they transitioned to providing IT services for businesses. With the addition of his 28-year-old son Kailas, the communications manager, Bryant has grown a thriving business with an impressive £12 million in turnover, employing 75 staff members and serving around 300 clients, including notable names like Hornby. The company boasts an average employee tenure of 9.8 years, significantly higher than the industry average of just 1.8 years. Bryant’s strategy revolves around hiring apprentices and ensuring a mutually beneficial fit from the start.

Retaining skilled engineers has always posed challenges in the IT sector.

[Adrian] Engineers require substantial training, which includes courses and shadowing. Unfortunately, they are often tempted by recruitment agencies offering better opportunities in London, complete with promising prospects and salaries. For a time, retaining our staff was a struggle, especially since we couldn’t match London’s rates here in Kent.

A decade ago, I became a member of Trust X, a peer-to-peer networking group established by Ingram Micro in the US. This group facilitates discussions on staff retention, and many members are interested in our approach, as we have achieved the highest retention rates.

Frustrated by persistent calls from recruitment agencies presenting candidates for a significant fee, I recognized that many of these individuals didn’t align with our company culture.

Moreover, graduates from universities were often learning outdated concepts. Therefore, we decided to take a different approach by hiring apprentices. Our journey began 11 years ago with our first apprentice. Over the past decade, we have onboarded three apprentices annually, totaling 31 current employees who started their careers with us as apprentices.

How do we achieve this?

We are selective in our hiring process, aiming for top grades in A-levels or distinctions in Btech qualifications. However, our main focus is finding individuals who fit our company culture and demonstrate a willingness to learn. We don’t simply seek out the highest achievers; we look for candidates who could potentially be with us for the long term. Factors such as local family ties and work experience also play a role in our decision-making process, emphasizing the importance of a learner’s attitude.

Investing time in getting the right fit is essential.

Our recruitment process includes a brief telephone interview followed by an in-person interview, which we inform candidates will take some time. Given that many candidates are young, usually 18 to 19, we try to create a relaxed atmosphere. We make them feel comfortable as they can often be quite nervous.

We administer a skills test tailored to the candidate’s level of experience to avoid any discouragement.

During the process, I like to ask candidates about their role models to gauge their values. If they mention family members, it suggests they hold strong family values, which is something I appreciate. By the end of the first hour, I typically make my decision regarding their suitability.

For candidates who pass the initial round, we then invite them for a full-day trial, which we compensate them for. They engage with two staff members and get a real sense of a workday. This trial helps to identify any misalignments in expectations before making any commitments, as hiring someone uncertain about their fit can lead to wasted resources.

I firmly believe that this additional time spent during the second interview is invaluable. I’ve witnessed other companies hire individuals only to discover they weren’t a good cultural fit, leading to complicated separations.

Our greatest asset lies in the support and camaraderie among our engineers.

[Kailas] The presence of seasoned engineers, some with over 20 years of service, cultivates a mentorship atmosphere for apprentices, enhancing their confidence in their roles.

We also recognize outstanding contributions through an ‘engineer of the week’ initiative, initially based on customer votes but now determined through votes from all staff, acknowledging those who have excelled in various aspects.

However, low employee turnover can present challenges.

[Adrian] With many senior engineers having been with us for over 20 years, we must ensure our client base expands, providing more advanced projects to keep them engaged and satisfied.

We actively seek initiatives that yield a return on investment for the business, while also fulfilling our team’s aspirations. If employees start to feel stagnant or dissatisfied with their current roles, they may seek opportunities elsewhere.

Ultimately, the principle remains: taking care of employees leads to their commitment and loyalty.

Adrian and Kailas Bryant shared their insights with Richard Tyler, editor of the Times Enterprise Network.