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Turnover Blues
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
Turnover has always been high among American workers. In some jobs it's a lot higher than others. Project managers, regardless of industry, have always been victims of high turnover. In some cases, it's inevitable. But in many others, it can be avoided. I'm going to show you how.
In a recent article that appeared on Projectmagazine.com's website, Tom Mattus-- president of Port Jefferson, N.Y., training company Successful Strategies International, Inc.--cited the following seven reasons for high turnover among PMs: 1. internal communication problems; 2. poor time management; 3. trouble scheduling and controlling staff; 4. lack of project-manager authority and experience; 5. poor staff training; 6. no project management tools/systems; and 7. poor compensation (wanting too much and being fired for it).
When you line up all the criteria necessary to make a project successful, Mattus says it's understandable why PMs job-hop a lot. On top of his seven reasons for high turnover, he also adds that companies are constantly restructuring, while the demand for seasoned, top-quality PMs grows more intense.
Mattus is right. When you consider the responsibilities and enormous burdens PMs must contend with every time they tackle a project--big-budget ones are always the riskiest--they're setting themselves up for scrutiny, criticism and, unfortunately, explosive repercussions …
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