For the majority of the pandemic, tech companies were able to avoid the Great Resignation. Tech firms were fast to embrace virtual labour, seize on opportunities in rapidly changing markets, and lavishly reward their personnel.

However, the ground won by technology companies in the recruitment market is eroding; the Great Resignation is knocking on the door of these formerly tempting firms.

While warning indications in financial performance are clearly a factor, they are not the sole reason tech companies are struggling to attract and retain talent.

People aren't buying the (delayed) prosperity promise.

Years ago, joining a tech business on the verge of going public would have been hailed the most thrilling opportunity ever. Now, that exhilaration is sometimes laced with apprehension.

Unfortunately, the senior executives of these organisations are usually so emotionally invested in the certainty of a massively successful financial conclusion that they fail to comprehend why others (especially newbies) would be less enthusiastic.

Technology frequently fails to perform hybrid well.

The problem is that in a remote-only environment, tech organisations are prone to being 'always on.' When you can hear your Slack messages arriving at 9 p.m., it's difficult not to feel completely consumed by your profession, leading to burnout.

On the other hand, many of these firms are now returning totally to the office, which has its own set of issues. Employees are hesitant to give up the 'perks' of working from home, such as shorter commuting times and reduced costs.

Flexibility will reign supreme in any field, tech or otherwise. There is no one-size-fits-all solution that will meet the needs of every individual and team.

The "rat race" culture is simply unappealing.

I've seen it happen a hundred times. It's a massive push "only" until the end of the quarter... until this product is released... until the IPO... until the board relaxes. The push never stops, and it only gets dull.

There will always be a big objective to strive towards; this is a wonderful thing. Firms that wish to attract talent, however, must strike a balance between the future-oriented push and the present reality of making a difference. People want to know that what they are doing today is significant.

Leaders must be proactive in articulating how an organisation makes a difference in the lives of its consumers and why each team member is important.

Finally,

The talent difficulties confronting technology today are not dissimilar to the talent challenges confronting practically every organisation.

In today's personnel landscape, the employee wields more authority than ever before. People want to make money, but they also want to make a difference and live a balanced life in the process.