a prerequisite for sustainable growth

Trust and culture. Two words that represent what can be the biggest strength or the biggest weakness of any start-up.

A large number of tech start-ups are now making the same observation: at a time when the sector is continuing its strong and sustainable growth, a lack of skills and talent is becoming a major issue. In this context, it becomes as important to retain your talents as to encourage the best profiles to join you. To do this, establishing a climate of trust and instilling a strong culture within your teams are two weapons that should not be underestimated.

Why trust is an important value

Trust is key, especially for engineers. Unlike other start-up sales teams, their work should not be measured solely based on performance indicators, popular KPIs. Engineers are creative (despite common stereotypes) and must think freely to continually improve the services offered by start-ups to their customers.

Engineers must also work as a cohesive team. Almost as a person. Whether there are one or fifteen people writing code, it all depends on a finished product. Each must therefore be on the same wavelength. And that won’t happen if you can’t trust your team.

In this context of talent wars, one type of profile needs to be kept in mind: people who feel and act as if this company belongs to them, and is consistent with your missions and values.

Pure ability is not a good profile

Typically, a company’s recruitment process comes down to “making sure the right people join your company.” The first part of that goal – finding the right people – is often well executed by most companies, even when it comes to difficult skills. It’s easy to write some coding and design exercises and be sure to hire someone with the right skills.

But not all talented software engineers are right for your business – it depends on your stage, current team, engineering perspective, and many other criteria you may not have imagined.

First of all, you should ask yourself about the type of engineers that are best suited to you. Have you missed some growth and are looking for more investment in quality? Or conversely, are you in the start-up stage and do you need profiles that are interested in very fast production and not in long-term thinking?

It’s also worth asking your current team what kind of profiles they would like to work with. Do your current engineers prefer experienced people they can learn from or do they want to pass on their knowledge and build more junior profiles?

Develop a customized recruitment process in 4 steps

It is very important to develop a recruitment process that suits the candidates better than you. It will take more time and effort, but it will be more interesting and effective. And in this context of technology talent shortage, this is an investment you need to know how to make.

In the first interaction, it is important to present the company and the potential missions to the candidates before they tell you about their experience and their skills. In fact, candidates value transparency and it allows them to present themselves in the position before answering personal questions. They explain their past experience of having a better knowledge of what you are looking for.

This is followed by informal interviews with developers on your team. Discussions can focus on their technical preferences and opinions, which framework they prefer and why. Talking about tools to other engineers is a great way to see if the relationship can work. It also allows candidates to present themselves to their future colleagues before working on a technical test and prove their motivation for other interviews.

Then comes the technical test that can be done live as a one hour session paired with a task he can do as an engineer in your area. Pairing programming makes it easier for the interviewer to judge a candidate’s abilities by the way they type, think, or search, as well as their behavior when faced with a problem.

Finally, the final step in this recruitment process is the cultural fit interview. This is a way to ensure that the company remains culturally stable, and that you can trust the candidate to your liking. This exam consists of an informal interview with employees who have worked for you for a long time and who you consider examples in terms of work culture. They represent the company and can accurately assess a candidate’s potential fit.

Onboarding as a guarantor of common values

Once the recruitment process has been completed and validated by all stakeholders, a final stage of onboarding is essential to gradually immerse yourself in the company culture.

In this context, new recruits have several weeks of integration into their new environment. At this stage, they will properly understand how the company works and immerse themselves in its values ​​before performing their day-to-day duties.

Onboarding is an important step that favors individual interviews with as many employees as possible in order to understand and imagine the company culture. E-learning tools can be made available to new employees as well as collaborative tools to accelerate mastery of the company’s internal functioning. Finally, an integration policy based on mentoring and “employee-manager” proximity greatly simplifies the first steps of a newcomer into their new professional environment.

Everyone gives the best of themselves when they feel confident and connected to the company’s goals. Trust and alignment allow small teams to achieve big things. It’s also how companies grow quickly while maintaining a healthy culture because their core beliefs won’t change as it lasts.

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