Technology Consultants should change several of its human resource practices. It hires only based on technical skill, which does not measure whether a person has a good personality or will be good with other employees or clients. These things matter just as much as ability to perform the technical aspects of the job. In addition, the HR practices of paying everyone basically the same and not offering them any further training or benefits does not give them any incentive to work harder or remain with the company. Much of this is what is causing the high turnover rate for the company. If people do not feel that they can learn more, get paid more, and be rewarded for their work, they will often not remain with a particular company. They simply do not see the point.
The human resource practices do not have good alignment with one another. The company seems to be very interested in interviewing someone to see if they should be hired -- often interviewing them multiple times -- but once they are hired there is little interaction with them or help for them if they have a problem. They do not get the opportunity to have any more training, either, so they cannot continue to hone their skills and keep up with the latest technology. If they want to do that, they must do it on their own time -- and that could be very costly for them in both money and time.
3. In starting a company like Technology Consultants, I would offer benefits, and people who start out at the company would not make nearly as much money as people who had been there for a long time. People skills and personality would be just as valuable as technical skills, and further training and development would be available. With that in mind, people would be more likely to stay because they would see that they had room for advancement in their job. They would feel as though they were valued, and they would work harder.
