When you’re looking to backfill a developer role or two, it’s easy to understand the importance of finding and hiring qualified candidates. But as your company continues to evolve, your priority won’t be to replace programmers. Now, the challenge lies in creating a developer hiring strategy that helps your organization hit its goals today and well into the future.
As a talent acquisition leader, you and the team that you manage have an opportunity to support your company’s growth. According to Robert Half, one-fifth of CIOs in the United States plan on growing their tech teams in the first half of 2018. Still, you might be wondering if your developer hiring can make an impact on the entire business.
The answer? A resounding yes. This post will walk you through a few of the ways that your tech recruiting success can (and should) affect your company.
Have you ever wondered if your team is working on the right thing? Tech recruiting success is defined by much more than an arbitrary goal. The most successful recruitment strategies are designed with the organization’s most significant initiatives in mind, and they’re made possible by open lines of communication between you and your executives.
Sure, you could rely on company-wide updates to confirm that your efforts are making an impact, but make an effort to foster relationships with other senior-level managers. Start with the person in charge of the engineering department, and arrange a 30-minute check-in meeting each month. Ask questions about their concerns over the next few months, and resist the urge to talk about your work. As you learn about the things that keep them up at night, you’ll also get the insights you need to support them through developer hiring and retention.
Every technical hiring manager at your company has a dozen reasons why they need to fill a role as soon as possible. At the same time, they might not know (or care) about pressing needs on another team. As an HR leader, what can you do to get everyone on the same page?
Remember, you and your team have unparalleled insights into the talent gaps across your entire technology function. Based on your conversations with executive-level leaders, maybe you’ve even prioritized some searches over others. When it comes to supporting your company through developer hiring, solutions to challenges are likely the first thing to come to mind. But sometimes, leadership also requires you to help everyone around you understand why you’re focusing on certain things over others.
If a hiring manager grows impatient with your process, share your recruitment plan with that person, and be transparent about how you’ve aligned your team’s goals with the company’s current initiatives. They might not always like what they hear, but they will appreciate the fact that you didn’t brush them off.
Think back to when your company wasn’t quite as large as it is today. Who was in charge of making the final decision before you hired a candidate, and what criteria did you use to determine if you should hire that person? In many cases, you might have felt comfortable extending a job offer if the engineering manager had a hunch about a candidate. Unfortunately, hiring developers based on a gut feeling isn’t scalable and is a recipe for disaster.
There’s no denying that standardizing your interview process, candidate experience, and evaluation process takes a lot of work. But imagine that you’re searching for two front-end developers and three mobile developers. How much time will candidates for each of those roles wait to hear about next steps? What types of soft skills do you want to see? What salaries can you afford, and how did you come up with those numbers? Without consistent, agreed-upon answers for each of these questions, you won’t be supporting company growth through your developer hiring. In fact, without a standardized hiring process in place, you could be harming it.