ABSTRACT
A civil engineering company containing a software house subsidiary had a significant challenge with turnover in the software development department. Staffing in the software house was based on contracts being executed. When a new project was acquired, new personnel were hired to deliver the project. Once the project ended, if a new project was not in place, the staff from that project was furloughed. Turnover in software development was sustained at over 100% a year. Senior management of software development was replaced and Human Resources did studies and implemented salary increases, but the turnover continued.
