The Reality of Tech Recruitment

I spend my life speaking to technical people; asking them when they first learned to code and why; what languages they code in and where they see themselves a couple years down the line. Then I revert to my clients and try find them a place where they will be able to further develop their skillset and make a valuable contribution to a company where they will likely fit. It's a challenging job trying navigate the nuances of each company, and requires a deep understanding of exactly what type of person is most likely going to excel within each firm; finding them (enter the research ninja), and then convincing them that despite the other 30 opportunities they received in their inbox that day (yes, I have had reports from engineers I've worked with that they are averaging 30 emails a day from recruiters) that this opportunity is one that would really excite them... If you haven't yet spotted the irony in this, then you are probably are yet to experience emails like this: 

which was addressed to a candidate who made a splash on LinkedIn saying this:


* I haven't developed for the last three years. * I own a company now. * No. I'm not looking for a new challenge. * You haven't read my profile, obviously. * C++? Seriously? Some people.

. Even more challenging though, is understanding what drives each of these individuals. Software engineering is an intensely time-consuming career


How you expect people to apply and how you train them.

No coding, masters in compsci, how quickly people can change if they are motivated and willing to learn. considering that education systems are going through a lot of changes Can you bring people on board that are bright and hardworking individuals, cosponsor; real opportunity for flexible and hybrid models that are going to work for your employees; getting the right people; company are vested in development of them. average cost of hiring someone - £30k. Can you think a little more creatively - think of this from a P&L perspective.

Where are they sending the money: training, onboarding, recruitment fees, etc. What is the cost of losing them? How long would you need them to stay - obviously as long as posisble; thus they need to start nurturing employees to try their best to both find the best talent, and moreover, retain the best talent; this will serve them from both a financial perspective (costs saved) as well as performance perspective (the cost of someone leaving means that projects are disrupted and so on).

Nicole Pretorius