"You have to treat your staff as though they'revolunteers, not paid workers," Ford explains. "You have todo something every day that will make them want to come towork. IT people are smart; if you treat them badly,particularly during tough times, they'll remember. If youtreat them well, they'll be loyal and stick around. If not,they'll leave for a better place as soon as they can."

As part of his philosophy, Ford has instituted a systemof rewards and recognition. If someone has worked allweekend to finish a project or has done something good forthe department, Ford personally applauds them. He and hismanagers also praise the staff on an individual and teambasis once a week during staff meetings.

"Appreciate your staff as much and as often aspossible," says the Wharton School's Klaus. "No matter howlong they've been at the company, treat them like they'rethe best, the hottest stars in the place. Do whatever youcan, even in small ways, through e-mails and meetings andone-on-ones, through small gifts or extra time off, to letthem know you value them and the work they do."

For such efforts to be effective, they have to begenuine. While a keg party on Fridays or meetings with freelunches may seem like a quick way to make people feelappreciated and valued, if such activities don't fit intoyour IT culture, they can backfire, says Unifi'sHolder.

"People don't stay for cheap tricks," he says. "Theystay if the environment is supportive and challenging, thebusiness is functional and there are positive workingrelationships."