How to hire and retain great people: A secret recipe by RCMT IT Europe

successful recrutiment

On several occasions, we’ve mentioned that a company’s success is predestined by the quality of people working for that company, as well as the relationships the company forms with its employees. In IT, more than anywhere, recruiting the right personnel is of the essence, since the market demands are growing more complex and the race of delivering a product is getting faster every day. By now we’re proud to say that our company has over 40 handpicked employees, and we feel that we can contribute to an overall hiring experience with our own story.

How to attract great employees?

Most of the job ads you see out there focus on benefits as key factors for attracting people. We agree that if you want the best, you have to reward them with the best, but first, you have to get them. And before that, you’ll have to find them.

When we’re recruiting (and even when we’re not we are on a watch out), we try to cover as much ground possible. We attend conferences, engage in social media campaigns, visit colleges and hold lectures. We try to adjust the content of our ads, speeches and lectures to the targeted audience: our future colleagues.

For instance, for our Cybersecurity team some time ago, we wanted to form a young and passionate team, willing to learn and work hard. We made a video, with the music and effects to be appealing to the people of certain age and interests. Then we targeted our future teammates on Facebook and Instagram since we realized, after a bit of investigating, that those were the social media networks most used by them.

The action point here would be to spread the word in any way possible out to the right crowd. Whether you’re looking for juniors, seniors or interns – get to where they are and present your offer.

But what to tell them when they come?

“Hey, come work with us, we’re nice folks and will give you your salary on time”, just won’t do.

We believe the truth is the best. Be honest, tell them what is expected of them, share some info about the job, something that they will for sure find interesting, but also something that might bring them down. They have to be motivated to work even when times are hard, and we wish them to stay after the storms have passed, and celebrate like a team.

What about IT seniors?

It would take a little more than just good earnings to get these guys to join you, at least in our experience. They are a kind of artisans and they:

  • are devoted to mastering their craft: An artisan cares about mastery. They spend a lot of time in self-improvement and dedicate their lives to their trade.
  • work better when given autonomy: Artisans need to work on their own terms and choose their tools, materials, schedule, and customers.
  • hone their craft at work and at home: Artisans often do the same type of work at home as they do in the office. Our Head of R&D, for example, may go home after work and code.
  • are values-driven: Artisans are very committed to working on things that they value. They may even sacrifice economic benefits for the sake of their craft.
  • have a holistic understanding of a product: Artisans are usually able to make a complete product from start to finish. Our colleagues Milica and Tamara (which are not yet seniors, btw), as a full-stack developers, can produce applications all on their own.

Also, seniors, or any other master craftsmen (and women), are probably already comfortable in some other company, and you would have to find a way to steal them. We sometimes propose that they come to work with us on a new and innovative project for a month or so, so we can get used to each other and see if we’re a fit, and then, later on, we can negotiate the terms of longterm engagement

How to make great developers stay?

illustration of a happy employee

You don’t. You just need to give them meaningful work to do and allow them flexibility.

So, there’s a price to pay when you employ artisans or exceptional employees. You can’t direct these people like assembly-line workers. They’re not people who take orders but, they might accept your guidance and leadership.

Also, invest in them. The best know that there is always something more to be learned, and they would not become the best if they haven’t improved their skills over the years. Provide them with interesting trainings, seminars, and lectures. Make them feel appreciated like they truly are.

We are proud of our great people, both those on the artisan level and those that are pushing forward every day in order to achieve that level. And yes, our recipe is no longer a secret. It’s a benchmark.

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