Expert Tips Company Leaders follow to fine-tune their Engineering Teams

Alex Castle

25 December 2017

Expert Tips Company Leaders follow to fine-tune their Engineering Teams

Every entrepreneur dreams of growing company into something larger than life. But scaling a company is no piece of cake.  The owner needs to evolve as a leader. While the startup is in cocoon, most entrepreneurs are jack of all trades. They must assume and execute different roles. This will be handy when it comes time to recruit the right team members. So at the time of inception, the leader must learn as much as possible about sales, marketing, engineering, product development and other areas of the business.

But remember, it’s not you who will take your company to the Forbes list alone. It’s the world class team!

Bill Gates said, “The competition to hire the best will increase in the years ahead. Companies that give extra flexibility to their employees will have the edge in this area.”

Let’s understand how effective leaders fine tune their teams.

1.                 Right talent is the solution.

The Economics of tech hiring isn’t very enticing. A pool of top notch talent is moreover a mirage to most of the companies. As per Indeed’s findings, these jobs received far too few clicks per posting.


The shortage is quite evident. Companies literally combat to recruit top talent. But, can every company offer absurdly high salaries for jobs that can be done for less money? Of course not! That’s not a feasible course of action for any company.  Hiring teams of remote workers is a bold move and it’s catching up. There are obvious apprehensions as to why many companies don’t jump on this strategy. The fear of loss of control and security by relying on outside talent is a major challenge.

The other side of the coin is no less challenging. Indeed Hiring Lab found, the most qualified workers are ditching the 9-to-5 jobs in favor of more flexible schedules.


It’s high time that the leaders need to be more receptive to try-outs. They should switch their strategy from scrutinizing through inadequacy of engineers to single out top notch developers in the world to work for their company.

If it was a piece of cake to find top talent, the companies wouldn’t be having “pain in the neck” building development teams. This is supported by a recent study by Indeed. The top 3 in demand jobs in the tech industry are Engineering Managers, Front-end Developers, and DevOps. Within a year, job postings for DevOps grew by 24.2 percent and Full Stack Developers by 44.7 percent. Ironically, these jobs were not filled due to talent deficit.


2.                 Hire project oriented teams and not individuals

CEOs should use their experience to recruit the right team. The time invested in the initial stages assuming different roles will be invaluable when it comes time to recruit the right talent in the team. The more one is aware of every aspect of the business, the better chances are to find someone who can not only successfully own those processes but can do them even better. So even if you are hands-on in startup, try to surround with a team that can be trusted.

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3.                 Learn to delegate well ahead of time

Perfectionists often don’t delegate their work just because they are reluctant to trust anyone in the first place. Moreover are afraid of the outcome. This implies to most of the CEOs and leaders of the companies. They are frightened by the thought of assigning important tasks. It’s good to be passionate about the setup and lead every process, but if you want your company to truly evolve. You must learn to delegate and never delay in it.

Every leader must aim to find balance between micromanaging and being completely hands-off.  It won’t pay off well to get stuck micromanaging trivial details and not be able to prioritize vital tasks. Successful leaders are honest with themselves. They don’t hesitate to onboard a successor if they aren’t able to give a task their intense focus.

4.                 Make your own holy grail

While scaling a company it is pivotal to properly define and document best practices. The vision starts from you and there’s no one in the world that could document the way you could as a founder. “What works and what does not” ought to be passed on clearly and carefully. Today, the market has plethora of tools. Go for something that’s easy to use and is rewritable. Like a Google Document. So that, your heir can refine the document for his or her eventual heir.

By documenting the best practices, you’ll be setting a good example for all your employees. And it’ll be easier for them to continue the legacy.

5.                 Milestones

Once you have mastered the art of documentation and delegation of pivotal tasks. The next step is to set milestones. These milestones will act as a compass in your journey for a successful company.

  1. What all marketing initiatives are generating the most opportunities and revenue?

  2. Are you getting enough organic leads?

  3. How good is the presales team at converting leads into prospects?

  4. How good is the sales team at converting prospects into customers (and then eventually clients)?

  5. How good is the product team at delivering on time and within budget?

  6. What is your customer acquisition cost?

Thorough analysis of the above will ensure achieving company goals. Even better you can engage in executable and productive interchange with your newly hired top talent. The ultimate goal is to build an agile and collaborative core team.  

6.                 Retention is the key

When you’re in a start-up, the first ten people will determine whether the company succeeds or not. Each is 10 percent of the company. So why wouldn’t you take as much time as necessary to find all the A players? If three were not so great, why would you want a company where 30 percent of your people are not so great? A small company depends on great people much more than a big company does.” Steve Jobs

Shelling out high salaries is the easy part. The herculean task is to retain the talent. Developers don’t shy away in switching from one project to another one. The blame cannot be put on engineers alone. According to Harvard Business Review, approximately 80 percent of employee turnover is due to bad hiring decisions. Apparently the Company leaders and hiring managers are still following the traditional processes to recruit new talent in the team. One of the leading remote coder testifies neatly defined process of new age tool for on demand hiring – HireCoder.

Company leaders can easily relate to these statistics. The bitter truth is they aren’t happy with their engineering teams. And to top that they’re struggling to find top notch talent for their companies.

If you too are having hardships in building a world class team of top notch talent. Look no further. Register here!

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