It’s true that many employers want their programmers to work heads down in their cubicals. It’s equally true that many employees use employers to gain training and certs and then move on for higher salaries. It’s a cycle that feeds itself.
When I interview and hire programmers, I place a premium on loyalty and knowledge (demonstrable skill, not just experience or education.) If I see loyalty in someone who might be lacking in knowledge, I will often hire him over someone who has more knowledge because I can instill knowledge in a loyal programmer. I can teach him how to problem solve and write efficient code.
While the reverse takes more time and effort, it is possible to elicit loyalty from a knowledgeable programmer. It takes more than money and promotions. There is only so much money in the budget to hand out. Likewise, the company hierarchy allows only so many titles before there become too many chiefs and not enough indians.
The key to eliciting loyalty, speaking from my experience only, is to show it. Loyalty includes respect. Include your programmers in the decision making process. Seek their opinions, value their advice, acknowledge their contributions and successes, explain your reasoning to them when you must make an unpopular decision, let them know up front about project contraints that you cannot change, fight for them on important technology decisions even if you know you can’t win, respect their personal time, invite them to share ideas and concerns with you, listen to and consider their ideas and concerns. I could write much more, but it all comes down to loyalty and respect. If they feel appreciated and respected, they will return it.
I’m only 43, but in my 22 years in IT, the most important thing I’ve learned is that there is always something to be learned from your superiors, peers, and subordinates. As an ignorant n00b, I spent a lot of time on the floor of my co-workers’ offices asking questions and soaking up their experiences. It has served me well.
“It’s equally true that many employees use employers to gain training and certs and then move on for higher salaries. “
Which begs the questions of how can you possibly expect loyalty if a higher wage can be had elsewhere? If you company’s customers can get a better deal elsewhere they leave, too.