How can the CIO influence people managers to help employee retention?

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CIO in Consumer Goods, 11 - 50 employees
By leading the culture and ensuring employee experience is top notch
Director of IT in Software, 201 - 500 employees
By developing and nurturing a good team culture
Head of Cloud Security Migration & Transformation in Finance (non-banking), 10,001+ employees
By building a good relationship with the managers and the employees out of work.
Director of Information Technology in Education, 1,001 - 5,000 employees
By working to improve functionality and feature sets of the core information systems which users interact with on a daily basis.
Director of IT in Education, 2 - 10 employees
By creating a great experience for the employees and fostering a positive work environment.
VP of IT in Software, 201 - 500 employees
1. Share company insights, and long term roadmap to pave the career growth path for employee;
2. Highlight the innovations and growth opportunities and give employee more visibility on technical contributions.
Director of Operations in Education, 2 - 10 employees
By giving workers a wonderful experience, encouraging a positive work atmosphere, and fostering positive relationships with the management and staff.
Director of IT in Education, 51 - 200 employees
By fostering a positive experience, setting the tone for the culture, and ensuring that the working environment is excellent 
Chief Manager in Banking, 5,001 - 10,000 employees
Employees have made it clear that they want to improve their skill sets and take use of new technology throughout the course of the pandemic. The statistics, on the other hand, demonstrates that even if businesses are using new technology, they aren't always doing it in a way that maximises the benefits for either the business or its employees. The employee experience is a factor in determining whether an employee stays or leaves, and technology has a greater influence on that experience than at any other time in history.

This presents a chance for chief information officers to step up and go beyond their usual responsibilities of just bringing new technology into production. Instead, they should concentrate on realising the promise of the technology by altering the ways in which work is carried out. Rollouts of new technology that go off without a hitch can foster a culture of trust among employees, provide them with possibilities for professional development, and inspire them to adopt new technologies.

CIOs are working relentlessly to fulfil the digital demands of the growing workplace, which include tools for team communication, cloud transformation, and work management solutions. As a direct result of this effort, nearly half of all CIOs aim to emphasise enhancing their digital capabilities.
AVP of IT in Banking, 10,001+ employees
We need to understand the basic needs of an employee:
Great work culture
Challenging work
Decent pay
Appreciation for good work done
Decent pay hike for performers
retention hike/bonus for performers
Career growth path (Training/certifications/CTFs/Quiz etc)
Good people manager/Role model who also understand  employee's personal life matters.
Let employee plan & take all of the allowed leaves, No question asked.

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Director of IT, Self-employed
One thing I do is include them in the meetings about the changes that will take place and get their opinion.  I also lay out the pros and cons of the changes and how it will effect us as a team moving forward.

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