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Case
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Reference no. 413-043-1
Published by: Lagos Business School
Originally published in: 2013
Version: March 10, 2016
Length: 11 pages
Data source: Field research

Abstract

Retaining key talent at Softflight aptly describes the challenges associated with retaining creative talent - software developers. In doing this, the case provides a platform for discussing the different motives that underlie employee behaviour, and the different forms of motivation that employers should be familiar with. The protagonist, Mathew Okon, is an accomplished soft development practitioner and entrepreneur. His business, disguised in the case as Softflight Nigeria Limited has grown in leaps and bounds to become a force to reckon with in the industry. However, at the centre of Softflight are a category of employees who are critical to its success. Finding and keeping them should be the priority of any serious software entrepreneur. However, it was quite a challenge finding 'a middle ground' for retaining them. Creative talents, while motivated by their work, are also motivated by different things which vary across individuals. Mathew’s company was going through a phase where it could not compete much in ‘take home pay’. Faced with competition from higher paying industries, the attrition rate had risen to worrisome levels. How to tackle this challenge, in view of described situation, is the central dilemma of the case.
Location:
Size:
About 50 software development companies
Other setting(s):
2012

About

Abstract

Retaining key talent at Softflight aptly describes the challenges associated with retaining creative talent - software developers. In doing this, the case provides a platform for discussing the different motives that underlie employee behaviour, and the different forms of motivation that employers should be familiar with. The protagonist, Mathew Okon, is an accomplished soft development practitioner and entrepreneur. His business, disguised in the case as Softflight Nigeria Limited has grown in leaps and bounds to become a force to reckon with in the industry. However, at the centre of Softflight are a category of employees who are critical to its success. Finding and keeping them should be the priority of any serious software entrepreneur. However, it was quite a challenge finding 'a middle ground' for retaining them. Creative talents, while motivated by their work, are also motivated by different things which vary across individuals. Mathew’s company was going through a phase where it could not compete much in ‘take home pay’. Faced with competition from higher paying industries, the attrition rate had risen to worrisome levels. How to tackle this challenge, in view of described situation, is the central dilemma of the case.

Settings

Location:
Size:
About 50 software development companies
Other setting(s):
2012

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