I don't like training and mentoring people. I'm pretty good at it, but I try my damnest to avoid it now.
In software I've seen this to be a huge problem. In other disciplines my observations are that it's not as bad.
The turnover issues is something that could use a lot more exploration. Nothing is going to change until it impacts those who are distant from the front line engineers. The managers of the engineers know about the problems. The executives over them are distant from the problem.
What do you mean? Because companies are leaving a lot of money on the table, unable to complete software projects, and unable to solve the problems they care about just because of it.
You mean it in some way other than monetary impact?
It is about pay. If you switched jobs in the past year, you got a massive raise. If you stuck around, you got peanuts, if anything.
I am sure there is some sort of game psychology explanation on HR's behaviour and equally, from an employee perspective, the cost/inertia of following through with a job change will probably weight in HR's favor.
Money is why a lot of young devs quit, but it’s not the only reason.
I've seen junior devs getting promotions in several cases because they were that good. On the other hand, I've seen several less performant junior devs that are treated as completely replaceable. This was in companies where mentoring actually happened.
