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The Ins and Outs of New Hire Success
Bringing on a new employee is the end of the tedious searching and interviewing process, but it is only the beginning of integrating that person into your existing team. The training process for a newly hired software engineer depends on the company and the individual’s level of experience; regardless, there are some basic guidelines—and some pitfalls to avoid—when it comes to getting the best out of your new hire.
The most important factor in a training program for a recently onboarded software engineer is to make it specific. Break out small steps, as opposed to only focusing on a larger, more vague plan. Give your new hire specific tasks, with measurable results.
Identify the areas your new hire will need to become comfortable with: company-specific tools, platforms, and code base; the development process for new concepts; and the details of any new job environment.
While larger companies frequently have the resources and budget to hold classes, send new hires to conferences, and provide focused, long-term, one-on-one training, smaller organizations cannot afford the expense and loss of productivity that those options entail. Much of this knowledge can be acquired intuitively over time, but the purpose of the training program is to speed up the acquisition of knowledge so that you can quickly have a productive employee.
A focus on books and online training can replace expensive classes and seminars. Reading the code and code reviews, staples of most software engineer training programs, are still highly beneficial for learning the environment, though they run the risk of making the new hire feel like they’re being put under a microscope prematurely.
The obvious pitfalls of many training programs are that they either overwhelm with new information, or proceed so slowly that your new employee is bored. Balancing new information with preexisting knowledge can be difficult; many say the best ratio is 50% prior knowledge (such as simple problem-solving, reviewing the code base, development methodologies, or working with a familiar interface) and 50% new learning (such as company-specific systems and complex architecture).
Learning from a base of knowledge is the general key to a successful training strategy. By gaining familiarity with the newest member’s background and prior experience, you’ll be able to build off that platform as you introduce new concepts and requirements. Start with small goals to keep them excited and productive, and build upon each day’s successes.
A Good Investment
A new employee has immense long-term potential to benefit a company, but the initial training stages will create a temporary drain on your resources, as current employees will have to take time to train the new hire. If you can balance this short-term loss of productivity with a customized, effective training program, you’ll see an exceptional return for your efforts, in the form of another dedicated, enthusiastic, competent employee.
If you are looking for software engineering talent in California, contact the staffing experts at The Armada Group today.
In this week’s blog, we look at the recent IT salary survey conducted by DICE, as well as, IT contracting rates in the Silicon Valley.
According to the DICE survey, technology salaries in the U.S. have increased by 5% in the last 12 months; which is the most it has ever jumped within the last 10 years.
In the Silicon Valley, it is even more pronounced as we have seen a 4.4% increase in bill rates and a 6.6% increase in pay rates just in the 4th quarter. Being in one of the hottest labor markets in the world and hub of technology, it’s even a more pronounced effect in terms of the wage and rate increases.
This comes as no surprise, since 64% of tech professionals stated that they were confident that they could find a new and more favorable position.
In addition to increasing salaries to keep top talent, companies are attempting to motivate staff with more interesting and challenging assignments.
To find out more on how to grow your business despite the talent shortage, download our free executive briefing or call for your free consultation with one of our talent consultants at (800) 408-2120.
Join us next time to discuss, “The Rising Business Trend of Utilizing Contract and Temporary Workers” with Lisa Sullivan, COO of The Armada Group.
Lisa Sullivan, COO of The Armada Group, discusses the increasing gap between our education system and US jobs today. She points out that 50% of college graduates are under or unemployed. Watch to find out more!
Many large enterprises and nearly 60% of the Fortune 1000 have turned to VMS (Vendor Management Systems) implementations with a Managed Service Provider (MSP), usually a large national or global staffing firm, to help manage their contingent workforce and supplier base. While the “cost savings” pitched by the MSP are appealing on the surface, the hidden costs of the implementation are rarely taken into consideration prior to the system being implemented. While these systems can help companies with many aspects of managing their contingent workforce, 63% of companies report a negative or at best neutral experience with the implementation. As most of these VMS programs run by third-party MSP’s, these systems do not have the capability of sorting qualified candidates from unqualified ones to fill the company’s specific requirements. This means hiring managers experience a dramatically increased workload sorting through an abundance of resumes, and dramatically increased time to fill critical requirements. Frequently compounding the problem, many MSP’s rules of engagement don’t allow suppliers to communicate with the hiring managers, leaving suppliers in the dark about valuable feedback necessary to fill the role, and end users continue to be inundated with unqualified candidates.