How to form an IT department and why to remove HR / Habr

How to form an IT department and why to remove HR / Habr

Unfortunately, everything is bad with technical management in our country. Yes, precisely with management. You can moan as much as you want about developers who relocated, “bad programmers” who can’t do anything, speculate about soft-skills, but the fact remains as long as you drive crookedly – your car is not going there).

The situation is significantly complicated by the mass of trainings for managers, mainly non-technological ones, on the “correct” methods of team formation, motivation, *-skills, employee involvement, depth and quality of management, and others. And, remember, no one will tell you as a manager that you have to start with yourself. Of course, it is more difficult to sell such courses than to gather company owners in some conference hall of a class A business center, having collected several hundred thousand of them each, to talk about secret methods of management and success. Well, if the technologies in the company have not moved anywhere, then it is, of course, from the non-involved employees.

More training for the god of training.

Now, let’s face it, the country is in a perfect storm for a developer. There are tasks related to import substitution, and it is by no means only the development of budget funds for another replica of social networks, the demand for specialists is very high. The seniors have relocated, there is room for middlemen and juniors to grow. Plus, AI, neurons and low-code systems are actively developing. The demand is there, and so are the tools.

But instead of the expected growth and progress, we see the same miserable set of favorite rakes. Forums are full of articles of the same type by hr specialists (in fact, the same HR professionals, but with arrogance) about how to pass an interview, be liked and make a good resume. This is usually accompanied by moans about how difficult it is to find someone who will do everything right from HR’s point of view and close the vacancy.

By systematically dealing with cases on the organization of company departments from scratch, as well as service experience and consulting on the selection of real (!) specialists, I formulated for myself several basic rules for selection and team formation. Maybe someone will need it. Let’s go…

  1. Remove hr from hiring, completely. Yes, your workload is higher, but you won’t miss a whole layer of valuable footage. HR is looking for “correct” resumes, well-written. Those are those who often and skillfully look for work. Who works well – the resume is always detailed, the specialist describes what seems important to him. You may not know about the resume writing service at all. And get rid of the thoughts of how he could do it “correctly”. Now it is your task to find a grain of precious metal in the husk. HR only processes the documents, ideally upon receiving them from you or in your presence. All (!) HR interference in recruitment should stop, they want to “evaluate” – therefore, they take responsibility for the work of the department. And no other way.

  2. Evaluate not skills, but cases. If you are serious – by giving a test task on the example of what is important to the company now. For goodness sake, if your lead is taking a day to prepare and study, don’t expect answers from the applicant right away. Alternatively, ask him what similar tasks he has solved. I must ask: give an example of a case in your practice that you consider difficult and how did you solve it? It is worth analyzing carefully, you will understand the level of the candidate and his readiness to solve something that he has not encountered. And in IT, everyone periodically solves tasks that they have not solved before.

  3. Participation in the interview of the leading specialist (if it is not you). Important, but difficult. Social security always turns into measuring the length of skills, in 90% of cases it is accurate. Your host, señor, whatever you want to call him, will drive what he knows and remembers right now. Here, remember that you are also interviewing your presenter at this moment. If he goes to the market, he will also find someone who, sitting on a specific task/technology, knows more and will already have a low opinion of him. Here, your specialist’s phrase is already a “red flag” for you: what about him, to say if ***. This speaks to a problem in your team as much as it does to the applicant.

  4. Money. Don’t be stupid. If you are looking for a good, experienced professional who knows how to effectively close cases, then he knows how much it costs. Start with a competitive PR. If the industry/stream in which you are looking for a specialist is competitive, first you go to the general and set the salary from the market search +10-15%. A specialist is not a young man with a burning look, looking for a galley with ideological oarsmen. He wants money and he will get it, and if you need his product, he will get money from you. Or maybe from others. Remember this. The other side of the coin is timely indexation. No, this is not a joke.

  5. Communication. Either forget, or in moderation. A good specialist always has his own opinion. And you need it first of all to control the relevant technologies and development, otherwise you will get Frankenstein. Not immediately, but in 3-4 years. This often happens when these 1Cs of yours are uncontrollably rewritten at the request of users. If the specialist said that this is not possible, then it is not possible to do this.

  6. Perceived disadvantages of the type of frequent job change. Maybe he came across the same smart people who value involvement and recycling. Do not underestimate the inadequate in the labor market. Man is looking for stability. If he is comfortable with you, he will work for you for ten years. If you take continuous experience separately, then in it a person who has been in one place for 10 years is already a brain fogger.

  7. Location of the department in the company. This should already concern you and your attitude towards management. If the company solves its problems with your help, then as a technology manager you should be primarily concerned not with how to solve them, but where they came from. You can’t be a good firefighter if someone sets fire to the building every day. And here it is necessary to find out whether the management is ready to influence the causes. You can be a “guilty department” for a while, usually if you are paid and at this time you yourself are looking for a job in no hurry. If the company is not ready for change and does not work in fire mode, think about whether you need it? Burnout is unpleasant and difficult to eliminate.

It is possible, of course, to run through the working methods of the department, accounting, interaction with other departments, sourcers, etc. But that’s another story.

If my life-filled lumps on the forehead help someone, then I wrote the text for a reason. Let the scars remain on my conscience.

Good for everyone.

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