BLUF: How have you handled staff departures on demanding, high-profile projects in your organization? We're having a tough time recruiting and retaining staff for the largest IT program our company has ever invested in, and I'd appreciate some words of wisdom.
For a bit of background: I was one of five managers who was brought into this program at the end of last year, when the previous leadership team was let go. It's been a challenged project from the start, with three vendor partners and a (very) wary group of business leads. We inherited the existing staff, who had either been recruited by the outgoing managers, or "donated" from other departments... and since that time, 4 of 5 project managers, 4 analysts, 3 developers, and one manager have quit or transferred out to other departments.
Work is ongoing while we continue to adjust course, and we're trying to rebuild the team and retain our remaining top tier folks. I'm not sure how to explain the high turnover to the new recruits - I'd rather be up-front than have them find out from the company rumor mill after they start... but it's tough to figure out the right balance.
As always, thanks for your comments and suggestions.