Internal Tech Team Assessment: Measures and Benefits

According to a global Deloitte survey, 59% of companies use outsourcing as a cost reduction tool. This fact has been perceived as the business model's primary purpose for many years.

• At the same time, 57% of businesses outsource their work to increase productivity.?

• Additionally, 26% of small businesses outsource to get help from an expert.

The numbers indicate that the role of outsourcing today extends beyond financial considerations. In the ever-evolving IT landscape, it seems vendors are necessary to strike a balance between the cost of services and their high quality. And the customers are definitely shifting from the 'pay & get' paradigm to finding a partner for archiving success.?

In this article, we will talk with Elin Sj?dahl , Head of Nordic at SolveIt , about how employee qualification processes specifically impact establishing collaboration between vendors and clients effectively.

Elin Sj?dahl, a tech-savvy entrepreneur and co-founder, former COO of Shortcut Sweden, contributed to its growth from a startup to over 50 employees. Currently, she is venturing into a new collaboration with SolveIt Poland, unveiling SolveIt Nordics—a project dedicated to providing cost-effective development services tailored for startups in the Nordics.

1. What are the current requirements the Nordic tech market demands from developers in your opinion?

As an active participant in the Nordic startup and tech community, I would like to shed light on the current requirements it demands from technical specialists.

Beyond technical expertise, simply being a developer is no longer sufficient: human interactions are not as simple as the deterministic logic of 0, 1. Hard skills are highly comparable: after several years of work, people often possess the similar level, so proactivity, engagement, and responsibility have become indispensable to differentiate.?

Specifically in the Nordics, the business culture places great emphasis on service.

Professionals are expected to demonstrate proactive thinking, take initiative, and maintain effective communication. These qualities are highly valued, I think, in developed markets all over the world.?

2. What are the most common non-technical skill-related red flags clients have encountered with developers??

The current market offers an enormous selection of developers, with a significant number of highly skilled specialists. Based on our extensive 7+ years of experience in product development, which includes building internal technical teams, we have identified certain red flags. These indicators make us hesitant to hire or recommend working with candidates who exhibit the following signs:

• One of them is passivity. When dedicated team members show a lack of engagement or fail to actively participate in discussions, provide one-word answers, it can hinder progress.?

• Another red flag is the failure to anticipate client needs. Being receptive to feedback and willing to adapt to client preferences is essential for maintaining an effective course of the project.?

• Limited problem-solving skills can also raise concerns, as clients rely on us to provide innovative and practical solutions to their challenges by avoiding unnecessarily troubling any question.

It's important to understand that we're not talking about providing additional services or anything beyond the employee's scope of competence. However, suggesting improvement, not workarounds with paying attention to details can truly enhance the quality of the interaction experience.

AI and automation have led to a reduction in the number of tasks that require hard skills only.

Additionally, there are certain expectations regarding punctuality and active participation in meetings, including having cameras turned on. Failing to adhere to these norms may be perceived as unprofessional, disrespectful, and even rude, potentially undermining confidence in the partnership.

3. What measures do you take to assess the internal team of tech employees at SolveIt??

A candidate's resume provides only the information they want you to know. Our talent assessment delves deeper, examining skills, behavior, and cultural fit.?

You know, this balance in considering soft and hard skills has been fine-tuned over the years. I often recall the example of WeWork and their 'dislike the energy' hiring decisions, but the corporate values are also shaped by the personal qualities of individual employees, if their coding skills are at the same sufficient level. So for assembling the internal staff, we approach technical & non-tech interviews, code tests, practical assessments, and reviewing past projects or contributions.?

If we are talking about the process of selecting the team members for some specific project, we consider its requirements: specialists are selected based on the required technology stack, as well as their expertise and experience in relevant domains. We can't afford to ignore the project scope, timeline, and budget to ensure the optimal team fit for successful project execution.?

But the same process works in the opposite direction as well. The management's task is to provide a productive environment for the tech employees within the organization. Nobody wants to work in a company where there is no room for growth.?

Moreover, it is impossible to retain talent by providing them with work that does not contribute to the development of their skills and job satisfaction.?

Such a mutually beneficial approach leads to the formation of a motivated team, which inevitably results in growing professionalism. This cycle, in turn, impacts the output product, which the client is happy to show the world, and the outsourcing provider is happy to mention in the portfolio.

4. What strategies can ensure seamless integration of teams into projects and client interactions during onboarding?

Successful onboarding is a delicate art, let alone when it involves the integration of the technical team into an external project. That's why we adhere to these obvious yet often overlooked measures by many outsourcing companies:

• Established Communication: Our strong project management team applies the most relevant communication frameworks to ensure a clear understanding of roles, KPIs, and responsibilities for each project member from the beginning. This clarity aligns our common with clients efforts and prevents us from getting stuck at the start.

• Mentorship: We strive to combine developers on projects based on their qualifications, facilitating the exchange of valuable guidance and support during onboarding with more experienced colleagues. Mentors share insights, answer questions, and help newcomers navigate team dynamics and project requirements.

• Ongoing Support: SolveIt 's code of corporate ethics describes all the aspects of internal and external interactions. Due to a dedicated HR system, this process is transparent for both managers and employees and includes regular check-ins and feedback sessions to provide continuous support. Team members are encouraged to voice concerns, address challenges, and receive constructive feedback.

• Skill Development: We have our own knowledge base with access to relevant documentation and learning materials. Additionally, we have implemented a training compensation program. Speaking clubs and cultural difference training events help to bridge the potential gap in building really valuable partnerships with, f.i., Western European clients and clients from the MENA region.?

• Social Activity. If the client is ready for a productive start to work, we kick off the project with a joint live workshop where teams get to know each other beyond nicknames, see the real people they will be collaborating with on an almost daily basis. Overall, we actively encourage any contacts between participants, and our offices in Warsaw and Stockholm are open to our customers.

5. What prospects can enhanced collaboration culture bring to the tech field from the perspective of such an assessment?

Enhancing the overall culture of collaboration through an established talent acquisition process can bring the main three benefits to the table:

1. Quality product: When a team has faced various challenges, worked on diverse projects, and acquired knowledge in specific niches, it enhances their ability to deliver. They have already developed diverse skill sets and gained valuable experiences, which prove beneficial when tackling any kind of concerns without disrupting the project or emerging conflicts.?
2. Long-term partnerships: Improving the culture of collaboration can contribute to the development of sustainable relationships between the outsourcing company and its clients. If the client needs services again for scaling or support, as well as for creating a new product, it's reassuring to know that there is a dependable team to rely on.
3. Positive impact on the market: Companies that actively cultivate a culture of?collaboration can become leaders in their field. This can have an impact on the market as a whole, as these puzzle pieces together form a complete picture. As a result, there is an elevation of quality standards, innovation, and professionalism in the industry itself.

I believe that these three vectors are intricately interconnected, emphasizing the importance of not solely focusing on the advantages of one side.

Final Words

As a leading provider of IT services, we offer a blend of technical expertise and a culture of collaboration that sets us apart. Our rigorous qualification processes ensure that our team members possess not only the necessary technical skills but also the essential soft qualities that foster effective partnerships in Nordics and all over the world.

?? Contact us today to explore how our team can help you to achieve your business goals without disregarding the means. Together, let's solve it!