What Really Motivates tech Employees?

It’s time to take a break from all the technical posts and get down to human basics. This is a nice break from the fun, but sometimes dry, technical mumbo jumbo I spout off here.

I have worked with enough people over the years to realize that there is no single reason people come to work every day. Managers often assume everyone is motivated by the same things they are. Good managers and employers can take the time to understand what “makes an employee tick”. If an employee has no reason to come to work, then the manager and leadership have failed to foster what makes that employee “tick”.

Some employees are chasing the next promotion. Others simply want a predictable schedule so they can spend time with their family. Some enjoy solving difficult problems, while others just want a stable paycheck. None of those motivations are wrong.  We are all different and unique, which is both a strength and a challenge.

For Some, Money Is the Primary Motivation

Money is the easiest motivation to understand because, let’s face it, money is essential to life. A higher salary can be enough to convince someone to change jobs. If another company offers significantly more for the same work, many people will not think twice about making the move. Competitive pay is rarely enough by itself to keep every employee for the long term.

Others Value Their Time More Than a Bigger Paycheck

Some employees would gladly accept less money if it meant they could coach their kids’ baseball team instead of working weekends.  Once someone has enough income to meet their needs, having control over their personal time often becomes a higher priority.  As we all get older, caring for ourselves and loved ones is a big consideration.  Getting to doctor appointments can eat up chunks of time.   I have worked in waiting rooms and even been on troubleshooting calls while waiting to go into surgery.  This was part of the flexibility. It’s amazing how much work you can fit in wherever you can.

Some People Stay Because They Love the Work

I have met people who enjoy solving difficult problems so much that they would rather tackle an interesting challenge than accept an easier job that pays a little more. Some of these people are giddy when it comes to researching the solution to a problem.

Technology attracts a lot of people like this. They enjoy learning a new routing protocol, building a better network, troubleshooting an outage, or designing something that has never existed before. The job is about the work to them. Those employees still expect to be paid fairly. Interesting work is not an excuse to underpay people. Giving them opportunities to learn and solve difficult problems often matters just as much as a raise.

Training opportunities are also a big motivating factor for many of these folks.  Certifications can go hand in hand with learning new things.  One of the coolest things that always happens to me as a tech worker is when we get new equipment that comes with vendor training.  

Growth in their respective jobs is a motivator.  Some employers look at this as “training them to move on”.  This can be true, but it should not limit investment in workers. The truly great employers are the ones who invest in the person, not the role.  What I mean is that if you invest in the person, they fill the need your company has at that moment.  If that employee moves on, you have created a culture that rewards excellence, not stagnation.

Recognition Can Matter

Some employees want to know that their work makes a difference. Recognition does not have to cost much.  A manager who notices good work, trusts an employee with more responsibility, or simply says thank you at the right moment can have a bigger impact than another small financial incentive. I have written about imposter syndrome and other topics.  A well-timed recognition can impact employees who struggle with such things.

Stability Is Underrated

Not everyone wants constant change or rapid advancement. Some people are looking for a place where they can build a career over many years without wondering whether the company will still be around next month. Human nature suggests that many people fear change. Fear and uncertainty breed low morale. In today’s work climate, we see massive layoffs and the fear of AI. These all swirl around in employees’ heads.

Stability is not always knowing whether you will have a job tomorrow.  Stability is knowing where the company is going.  I have always enjoyed when folks I work for have shared their vision for the company and some of the things going on behind the scenes.  It is not always about the numbers but about the direction.  If we had a good quarter, that’s nice to know. What I really want to know is our plans for next quarter.  

Purpose Can Be a Powerful Motivator

Some people care deeply about what their company accomplishes. They want to feel like their work helps customers, improves their community, or contributes to something larger than themselves. One person may enjoy helping customers solve problems. Another may enjoy building infrastructure that thousands of people depend on every day. Knowing their work has meaning often keeps people engaged long after the excitement of a new job wears off.

Let’s face it.  We humans, are complex creatures.  Sometimes it truly is the little things that matter to us.  

Good Managers Learn What Drives Each Person

One of the biggest mistakes managers make is assuming everyone values the same reward. A raise motivates one employee. A flexible schedule keeps others from leaving. A challenging project may be exactly what someone else has been waiting for.

Personality tests are a huge indicator of the types of people you are around. They can help you better understand motivations and how to deal with each person’s uniqueness. Personality tests also help employees understand themselves. Also, having a conversation that starts out with “What motivates you here at XYZ Company?”

The best managers spend time understanding what matters to the people on their team instead of relying on a single incentive for everyone. That does not mean every employee gets different treatment. It means good leaders recognize that different people define a great job in different ways.

Building a successful team is not about finding employees who all think alike. It is about understanding what motivates each person and creating an environment where those motivations can be met whenever possible. People stay for many different reasons, and the companies that recognize those differences often keep good employees much longer.

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