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    Software Engineer Tech Skills in Demand: Upskilling Support Advice

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    In the first installment of our 2024 Software Engineer Trends series, we highlighted new data on tech skills in demand. Our findings shed light on what employers seek and which tech skills garner more interview requests. 

    For further insight into upskilling to market demand and an organization’s needs, we turned to our partner General Assembly. 

    Denis Sanchez Dujota, an Instructor Lead for GA’s Software Engineering Bootcamp gave his advice to engineering managers, Learning & Development teams, developer individual contributors, and those seeking similar roles. 

    How can employers support employees to upskill for the changing needs of the business and future-proof their careers as much as possible?

    There are many avenues for upskilling, each with its distinct advantages. Online courses offer a versatile option, providing flexibility in scheduling and a wide range of topics. 

    These range from fundamental skills to advanced specialization. They’re often designed in collaboration with leading universities and tech companies. This ensures learners gain access to current and high-demand skills.

    Bootcamps offer an intensive learning experience. They focus on practical, job-ready skills over a short period. They’re particularly beneficial for individuals looking to make a swift career transition or upgrade skills in a specific area. 

    Bootcamps are immersive by nature. They involve hands-on projects and real-world scenarios. This ensures a deep understanding of the subject matter.

    Related: Read more about General Assembly’s 4 Immersive Tech Bootcamps and how one student used GA’s Software Engineering Bootcamp to transition from medical coding to a career in software development. 

    While not as in-depth as bootcamps, workshops and webinars are excellent for interactive learning and networking. They often focus on specific topics or emerging trends. 

    They offer up-to-date knowledge and the opportunity to engage with experts and peers. These are ideal for anyone looking to supplement existing skills with new insights.

    Engaging in hands-on projects, including personal initiatives or contributions to open-source projects, is effective too. This approach allows candidates to apply theoretical knowledge in practical settings. 

    Employers really value these practical experiences. They demonstrate technical skills as well as problem-solving capabilities and creativity. Real-world projects enhance a candidate’s portfolio, showcasing their ability to deliver tangible results.

    What are examples of AI tech skills in demand and how can software engineers learn them?

    Essential AI skills that can set software engineers apart from their competition include development aspects like machine learning (ML), natural language processing (NLP), and computer vision. Software engineers need to be armed with the skills to use AI tools effectively. 

    I recommend candidates begin with foundational knowledge in Python programming. It’s used in AI applications, along with statistics and linear algebra basics to understand algorithms.

    For those focusing on using AI rather than building it, familiarity with AI software tools, understanding AI ethics, and the ability to interpret AI outputs are crucial. Learning platforms offer specialized courses to cover these aspects. 

    They focus on how to:

    Integrate AI tools into business processes

    Make data-driven decisions

    Ensure AI use aligns with ethical standards

    Hands-on experience with AI is invaluable. Participating in Kaggle competitions or undertaking projects using AI tools sharpens your ability to apply AI in real-world scenarios.

    Related: Are you using AI in recruiting? Here are some examples from our podcast Talk Talent to Me.

    What should employers dedicate from their budget to upskilling?

    Employers should divide a specific part of their budget to support upskilling programs. Do so with the understanding that the ideal percentage may fluctuate based on factors such as:

    The organization’s scale

    The sector it operates in

    Its strategic objectives

    As a guideline, invest between two and five percent of the payroll into learning and development initiatives. It’s crucial to enhancing employee capabilities, boosting job satisfaction, and fostering a culture of loyalty. It also directly contributes to sustaining the organization’s competitive advantage in this evolving market.

    Related: How to Nurture Innovation, Strengthen Retention (Use Professional Development) 

    What else can employers do to support employees upskilling in areas such as AI?

    Employers can take several proactive steps:

    As an employer, do you allocate time during work hours for employees to engage in coursework? This helps maintain a healthy work-life balance. It acknowledges and accommodates the time commitment required for upskilling.

    Another opportunity? Engaging with the broader tech community through hosting or partnering with AI hackathons. 

    These events offer hands-on experience with cutting-edge technology and foster networking. Plus, partnerships with educational institutions and tech companies enrich the learning ecosystem.

    Why do you think Go and Scala tech skills are most in-demand right now?

    Demand for Go and Scala stems from their alignment with current software development challenges. Go is prized for its efficiency and simplicity. 

    These qualities are key when developing scalable web services and cloud applications. Its comprehensive standard library and clear syntax support quick development cycles and deployment.

    Scala stands out for its sophisticated blend of functional and object-oriented programming. It’s ideal for crafting complex, large-scale distributed systems. 

    Scala’s capacity for seamless concurrency management is particularly valuable for applications demanding high levels of throughput and scalability.

    Additionally, Scala’s compatibility with Java allows developers to tap into the extensive Java libraries and frameworks. This enriches Scala’s utility in creating robust and adaptable applications.

    These attributes position Go and Scala as critical tools to address the demands of modern software development. That includes efficient cloud services, distributed computing, and advanced concurrency management. 

    Related: How to Hire a Cloud Engineer

    Why is supporting upskilling important? 

    In a recent episode of Hired’s podcast Talk Talent to Me, Archwell Chief Learning Officer Dr. Keith Keating shared his thoughts on the value of learning as a transformational tool. 

    “The most important skill is knowing how to learn. Any business I know wants employees to be agile, adaptable, resilient, and ready to fill the next organizational gap, whatever it is. We need a workforce with a growth mindset. A team of lifelong learners.” 

    Other advice from Dr. Keating

    Talent Development and L&D should work closely with Talent Acquisition and Recruiting. Develop a strong relationship with them. 

    Measure the performance of employees for the first 90 days after they come out of a university or academic program [like General Assembly’s] we’ve provided for them. Share the data and feedback with TA to give them data on how well their recruits are doing.

    Think long-term. A lot of times people in roles like ours can be incentivized to think short-term, but we collectively need to collaborate on the long-term talent and skills needs of the business and the industry. Think in terms of ‘future literacy.’ It’s not predicting the future, it’s planning for the possible futures.  More

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      How To Beat Burnout For Managers: 3 Habits For Stress Relief

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      Are you feeling overwhelmed as a manager? Studies show that managers face a higher risk of burnout compared to individual contributors and executives. Managing stress is crucial for your well-being and effectiveness in leading your team. Here are three simple habits to help you navigate the pressures of your role and maintain balance:

      1. Strategic planning for productivity

      Efficiency is key to reducing stress and boosting productivity. Plan your week meticulously to make the most of your time. Start by listing your tasks for the week or day, and delegate as much as possible. Hold yourself accountable for delegation by involving your direct reports.

      Organize your day like a marathon, scheduling activities in intervals to optimize your energy. Consider tackling routine tasks like emails in the morning, reserving afternoons for more creative or strategic work. Alternatively, prioritize tasks based on importance to feel empowered and productive throughout the day.

      2. Could this meeting have been an email? Or Slack? Or asynchronous doc?

      Unnecessary meetings can drain your time and energy, especially during busy periods. Politely decline meetings that aren’t essential to your role, or delegate attendance to team members when appropriate. Consider HBR’s guidelines for determining whether a meeting is necessary or if alternative communication methods can suffice.

      Schedule meetings in blocks to minimize context-switching between tasks. Designate a “no meetings day” each week on your calendar to focus on deep work without interruptions.

      For those meetings you need, set conditions to make them as productive as possible. Require an agenda or a comparable document. Task someone as a “scribe” to take notes and identify action items or next steps. If someone asks for a meeting with you, ask that they provide an agenda and/or any prep materials ahead of time. Choose what that needs to be. Is the morning of the meeting sufficient? Or to prepare do you need it three business days prior to the meeting?

      3. Prioritize self-care

      Caregivers are frequently told they need to put themselves first. This is hard to hear for those caring for others due to employment or necessity. The reality is, that it’s hard to give when your “cup” is empty. It’s like the instruction given at the start of a flight – put your own oxygen mask on first so that you may help others.

      Investing in your well-being is crucial for managing stress effectively. Make time for nutritious meals, quality sleep, and regular exercise, as these activities directly impact your performance and resilience.

      Consistent exercise boosts stamina and mental clarity while reducing stress and negative emotions. A balanced diet is essential for optimal brain function, with foods like berries, walnuts, and spinach enhancing cognitive abilities.

      Do you ever feel sluggish after working through lunch and think you need more coffee? Bad move. Coffee is fine in moderation, but the caffeine gives it diuretic effects, contributing to dehydration. Soft drinks? The sodium and sugar in them add to the issue. Also, did you know that being dehydrated by as little as two percent impairs your ability to perform tasks needing attention, psychomotor, and immediate memory skills? You don’t need a Stanley tumbler, per se, but try to keep some water close by.

      Remember, while pressure is inevitable in any role, it’s essential to recognize the signs of burnout and prioritize self-care. By implementing these daily habits, you can better manage stress, maintain productivity, and lead your team effectively.

      Are you questioning whether you’re a good fit as a manager?

      Sometimes businesses or individuals make the mistake of taking someone away from something they’re great at (and happy doing) and promoting them into management. Sometimes they forget that, for example, a top salesperson isn’t automatically a top sales manager. Managers are tasked with all sorts of responsibilities. Some may be new and in which they need training. Some may be so outside their comfort zone it grinds them down into burnout.

      If you’ve ever wondered which path to follow, read this interview with Hired Engineering Manager Prakash Patel (or watch the video) exploring Engineering Manager or IC? Which Tech Career is Best for Me?

      If your burnout is due to hiring, we can help!

      At Hired, we know engineering managers would rather be working on projects than thinking about recruiting or hiring, but we make it easy to find the right person for your team. We offer solutions for hiring managers including an easy-to-use platform, a tech skills assessment product, and technical sourcing services. These services are available short or long-term and handle tasks including sourcing, screening, shortlisting, and more.

      Request a demo to see how our products and services can help you focus on your primary goal.

      This blog was originally written by Whitney Ricketts in 2016, and updated by the Hired Content Team in February 2024. More

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      Productivity Monitoring in the Workplace: Best Strategies for Managers

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      15 guidelines and strategies for leaders to employ

      Implementing productivity monitoring tools to complement good management practices rather than replacing them requires a thoughtful approach. Here are 15 strategies and guidelines for achieving this balance as a people leader.

      1. Set clear objectives

      Clearly define the objectives and goals of using productivity monitoring tools. Ensure that these tools align with the company’s broader mission and objectives.

      2. Transparency and communication 

      Communicate openly with employees about the purpose and use of these tools. Make it clear that the goal is to enhance productivity, not to spy on employees. Encourage feedback and address concerns.

      3. Focus on employee development 

      Use the data collected to identify areas where employees may need additional support or training. Encourage managers to provide coaching and resources to help employees improve their skills.

      4. Collaborative goal setting 

      Involve employees in setting performance goals and targets. When employees have a say in their goals, they are more likely to be motivated and engaged in achieving them.

      5. Privacy and data security

      Ensure that the tools comply with all relevant privacy and data security regulations. Protect employee data and provide transparency about how data is collected, stored, and used.

      6. Regular performance reviews 

      Continue to conduct regular performance reviews and one-on-one meetings between managers and employees. Productivity monitoring tools should complement these discussions, not replace them.

      7. Customization 

      Tailor the monitoring tools to the specific needs of different teams or departments. What works for one group may not work for another, so flexibility is crucial.

      8. Training and education 

      Train managers and employees on how to use the tools effectively and ethically. Ensure that they understand the purpose of the tools and how they can benefit from them.

      9. Avoid micromanagement 

      Encourage managers to use productivity data as a high-level overview rather than a means to micromanage employees. Trust your employees to manage their time and tasks effectively.

      10. Aim for continuous improvement 

      Continuously evaluate the effectiveness of the monitoring tools and adjust them as needed. Seek feedback from both managers and employees to make improvements.

      11. Balance quantitative and qualitative metrics 

      While quantitative data is valuable, don’t overlook the qualitative aspects of employee performance. Encourage managers to consider factors like creativity, problem-solving, and teamwork.

      12. Recognize and reward productivity 

      Implement a system for recognizing and rewarding employees who consistently perform well. This can motivate employees to maintain or improve their productivity levels.

      13. Regularly review policies 

      Ensure that company policies related to productivity monitoring are up-to-date and aligned with best practices and legal requirements.

      14. Ethical use 

      Encourage ethical behavior among managers and employees when using monitoring tools. Emphasize that these tools are meant to foster productivity, not to create a culture of surveillance or mistrust.

      15. Employee feedback loop 

      Establish a feedback mechanism where employees can express their concerns, suggest improvements, or report any misuse of monitoring tools without fear of retaliation. Understanding the current status informs your plan and inspires confidence. You can use surveys to collect employee feedback. In your messaging, be clear of your intent to listen thoughtfully and action on the data as needed.

      Conclusion: productivity monitoring is an exercise in trust

      By following these strategies and guidelines, a company can ensure that productivity monitoring tools are used as a supportive tool to enhance management practices rather than a replacement for them. It promotes a positive and collaborative work environment where productivity and employee well-being can coexist.

      If you have roles to fill in tech or sales, we’re ready to help you with better ROI! Request a demo and see the products and solutions Hired offers to help talent acquisition teams, people and DEI leaders, and hiring managers stay on target. More

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      Navigating Layoffs, Leveraging Strengths, & More: Talk Talent to Me January ’23 Recap

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      Catch up on the January 2023 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leadership who share strategies, techniques, and trends shaping the recruitment industry. 

      Layoffs and the importance of networking with Jason Walker & Rey Ramirez, Co-Founders of Thrive HR Consulting 

      Individuals’ greatest strengths with Dr. Scott Whiteford, Director of Leadership Analytics at Talent Plus 

      The value of talent acquisition with Rahul Yodh, VP of TA at New Western

      1. Jason Walker & Rey Ramirez, Co-Founders of Thrive HR Consulting 

      Given the current economic climate, employers and employees around the world are becoming better acquainted with the reality of layoffs each day. Guests discuss the ins and outs of layoffs, including the factors affecting them, the typical process, who’s most at risk, and how to mitigate that risk. They also provide insight into the current hiring (and firing) landscape and the push and pull of navigating remote work post-pandemic. 

      Related: How to Improve Job Security During an Economic Downturn: Career Advice for Recruiters

      “You’ve got to treat employees respectfully because the same people you’re laying off today are the ones you’re going to be trying to re-recruit in nine months.”

      Listen to the full episode.

      2. Dr. Scott Whiteford, Director of Leadership Analytics at Talent Plus 

      Dr. Whiteford delves into what it means to focus on strengths over weaknesses, the importance of self-reflection, and how to become increasingly specialized throughout your career. He also shares advice for young people on how to discover their strengths, the importance of looking at the whole person when you want to hire successfully, and how to form a constructive partnership with a hiring manager.

      “Understand what parts of your job you like, what parts you don’t like, where you’re good, where you’re not so good. The better prepared you are to have that conversation with your leader, the more likely you’re going to see a strong outcome.” 

      Listen to the full episode.

      3. Rahul Yodh, VP of TA at New Western

      Without a specific revenue amount associated with it, talent acquisition is often viewed as a cost center. However, Rahul explains there is a direct positive revenue impact to each hire a business makes and how important it is for TA leaders to make others aware of this. He also shares advice on how to change the way talent acquisition is viewed in organizations, his philosophy on interviews, and the importance of building cross-departmental relationships.

      “As a TA leader, you’ve got to think like a revenue org leader, like a COO, like a chief marketing officer, chief sales officer. You’ve got to really sharpen your business IQ and be able to demonstrate quantifiable terms that your team is providing.”

      Listen to the full episode.

      Want more insights into recruiting tips and trends?

      Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves. More

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      7 Ways to Message UVPs to Tech Candidates Now: Recruitment Marketing in 2023

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      What You’ll Learn

      Why it’s not about hyper-growth anymore

      How to be creative and considerate when structuring and communicating benefits

      Why emphasizing flexibility is key

      About this eBook

      At the beginning of 2022, a common recruitment message to candidates was how rapidly a company was growing, or about the latest round of funding. 

      After companies of all sizes laid off workers in mid through late 2022, those messages needed revisions. Now, there is an unprecedented volume of high-quality, seasoned talent looking for their next role. 

      To make the most of this opportunity to reach previously passive candidates and slingshot your teams forward, use this eBook to proactively address jobseeker priorities or concerns. More

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      How to Onboard Successfully & More: Talk Talent to Me December ’22 Recap

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      Catch up on the December 2022 episodes of Hired’s Talk Talent to Me podcast featuring recruiting and talent acquisition leaders who share strategies, techniques, and trends shaping the recruitment industry. 

      Respecting history, protecting the future, and maintaining healthy office culture with Hadley Haut, Executive Director at The Atlantic 

      Diversity on a leadership level, career path building, and successful onboarding with Amy Cappellanti-Wolf, CHRO at Cohesity

      Educational standards, the importance of soft skills, and India as a source of talent with Aditya Singh, Director of Talent Acquisition at Informatica

      Working for an agency versus in-house, initiating urgency and speed, and the responsibilities of a TA leader with Jodi Cohen, Director of Talent Acquisition at Tombras

      HR personnel versus recruiters, turning a bad interview into a valuable one, and personal branding with The HR Twins Carla Patton & Camille Tate

      Unconventional career journeys, the pressure to specialize, and why sourcing is often oversimplified with Wesley Gilbert, Global Head of TA at On

      A white glove approach to recruiting, reframing job descriptions, and flexibility in the resume process with Alia Poonawala & Emma O’Rourke-Powell, Recruiting Directors at Johns Hopkins University 

      1. Hadley Haut, Executive Director at The Atlantic

      Candidates should approach the company they want to work for with deliberate ambition, adequate research, and the will to uphold company values. Hadley did exactly that on her way to becoming Executive Director of Talent and Culture at The Atlantic. She shares how, despite the difficulties of the pandemic, her company successfully maintained its office culture. Hadley also explains why working in-office is still extremely valuable for all employees. 

      “When you’re ready for a new job, the best thing you can do is reach out to a company where you really want to work, because that’s the first thing anyone who is hiring you will notice.” 

      Listen to the full episode.

      2. Amy Cappellanti-Wolf, CHRO at Cohesity

      The workplace is rapidly changing and there is an increasing focus on the mental health, wellness, goals, and happiness of employees. Amy discusses her interesting HR philosophies and shares how to find the right way to help onboarding employees integrate successfully. Amy also suggests how to lead onboarding to secure employee retention and engage employees in their work. She even offers an example of how to plan an employee’s onboarding process!

      “There’s a ton of studies that if you don’t get onboarding, right within the first month to 60 days, retention drops drastically after the first year of employment. It’s not only the right thing to do for your employees, but there’s real business value in doing that.” 

      Listen to the full episode.

      3. Aditya Singh, Director of Talent Acquisition at Informatica 

      As educational standards constantly change, is it still necessary to hire talent based solely on the educational background? Or, should recruiters look for something else? Aditya helps answer this and emphasizes the importance of soft skills. He also discusses India as a major source of talent for companies based outside of the country, explaining why India is unique in the talent it produces. Learn about the country’s current surge in technical skills development and why startups remain the focus of many Indian investors.

      “I think we need to get away from role-based positions. The guardrails of education are slowly moving out. I think that we find the person who’s able to deliver, focus on the result and what the individual brings to the table, and then the background of the individual.”

      Listen to the full episode.

      4. Jodi Cohen, Director Talent Acquisition at Tombras

      Jodi dives into her journey as a recruiter and how she ended up working in-house, which she compares to working for an agency. She also dives into how she brought urgency and speed to Tombras, and moves quickly while putting processes in place. Jodi tells us her thoughts on the roles and responsibilities of a Director of Talent Acquisition, and why being hands-on is essential. 

      “I am still very reluctant to pass on any responsibilities through the hiring process. Anything that’s communication with the candidate, I’m still going to take on, because that ensures that the relationship with the candidate is going to be maintained throughout the process.” 

      Listen to the full episode.

      5. Camille Tate & Carla Patton, Head of Talent at Strava and VP of HR at RAPP

      For departments that should work in tandem, many find that HR personnel and recruiters often devalue each other’s roles. This episode’s guest duo rectified this common situation and reveal exactly how HR and TA should join forces. In fact, these two guests are twins and work side-by-side to deliver the hit podcast, The Career Saloon. Carla and Camille offer takes on their least favorite aspects of the opposite department too. As for advice, they tell us how to turn a bad interview into a valuable one, why it’s vital to be self-aware, and why personal branding is inherent in each of us. 

      Related: What Happens When TA & Hiring Managers Unite? Best Practices from One Medical, NBCUniversal & More

      “People are always watching you. It doesn’t matter if you think they aren’t; they are always watching you. If you don’t think you have a personal brand, you do.”

      Listen to the full episode.

      6. Wesley Gilbert, Global Head of TA at On

      Not everyone follows a linear career path, and pursuing a non-traditional route can equip you with useful skills you wouldn’t otherwise have acquired. With a varied and eventful career journey, Wesley is living proof that there’s no correct way to approach your career. He offers a refreshing perspective, sharing how a fortuitous encounter facilitated his first recruitment job and how he realized the inflexibility of a larger organization wasn’t for him. He also discusses the pressure to become more specialized (and the benefits of being a generalist). 

      “It doesn’t matter how senior you are when you come into a company. We’re going to give you some autonomy, we’re going to give you some scope. And we’re going to give you the trust to go and do that. And that means that you just attract a completely different caliber of people.”

      Listen to the full episode.

      7. Alia Poonawala & Emma O’Rourke-Powell, Recruiting Directors at Johns Hopkins University 

      In another episode featuring double the insights, Alia and Emma from Hire Hopkins, the recruiting arm of Johns Hopkins University, discuss university recruitment. They shed light on their white glove approach featuring one-on-one and data-driven work, and share how building an infrastructure streamlines the recruitment process. Alia and Emma also explain how to reframe job descriptions to generate interest from the target market, why flexibility is vital in the resume process, and why you should consider international talent. 

      “The companies that do well are the ones that are teachable and willing to experiment.” 

      Related: Raise the Bar in 2023: Strategies from Top Employers Winning Tech Talent (VIDEO)

      Listen to the full episode.

      Want more insights into recruiting tips and trends?

      Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves. More

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      How to Nurture Innovation, Strengthen Retention (Use Professional Development)

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      If you want to foster employee professional development and growth, it’s essential to begin with a positive and supportive work environment. By providing opportunities for learning, as well as a culture of collaboration and open communication, companies encourage their employees to reach their full potential and become valuable assets to the organization. 

      In this blog, we explore laying the foundation for employee professional development beginning with the hiring process, and ways to create a nurturing environment. To help provide real-world examples and insights, we’ll lean on excerpts from episodes of Hired’s podcast, Talk Talent to Me, featuring these experts: 

      Consider growth potential from day one

      Riffat Jaffer shares, “There are so many jobs everyone does. But what are they going to grow into six months or three years from now and how will they add value to your company in the future?”

      Hiring for potential means looking beyond a candidate’s current skills and experience. It’s considering their ability to learn and grow in the role. The specific role you’re hiring for shouldn’t be the bottom line, but rather a starting point to build upon.

      This approach is particularly valuable for businesses ready to invest in their employees and support their professional development. Companies then bring on employees who may not have all the required skills at the time of hire. However, they have the aptitude and willingness to learn and grow.

      Leverage potential to build diversity

      One benefit of hiring for potential is helping companies build diverse and dynamic teams. By considering a candidate’s potential rather than just their existing credentials, businesses bring on employees with a range of backgrounds and perspectives. This contributes to creating a more vibrant and creative work environment and allows for more innovative solutions.

      In a past panel discussion, “An Insider’s Guide to Hiring in Tech,” Nathalie Grandy, formerly with Gem, now Head of Tech Recruiting at Mutiny, shared her insights. She says, “It starts with changing the mindset of what you’re looking for and potentially being open to those nontraditional backgrounds. For us, it’s encouraging hiring managers to think about the 80/20 rule. So 80% existing skill set and 20% coachability.”

      Impact down the line: employee retention

      Another advantage of hiring for potential is helping companies retain top talent. By providing opportunities for learning and growth, businesses support their employees in achieving their career goals and help them feel fulfilled in their roles. This leads to increased job satisfaction and a lower employee turnover rate.

      Riffat explains, “Candidates come in and maybe they’ve not done the job exactly like you want them to do. But they know you trusted them and hired them to do it. They’re willing to give it their all and more than somebody who has done it three times over now.” 

      Take a leap of faith

      Of course, hiring for potential does come with its challenges. For example, it is difficult to accurately assess a candidate’s potential. There is always a certain level of risk involved in bringing on employees who may not have all the required skills at the time of hire. 

      However, with careful consideration and a robust onboarding process, companies can successfully hire for potential and reap the many benefits of supporting employee professional development and growth.

      Riffat says, “Maybe they’re not where we want them to be today but our onboarding and training come in to get candidates where they want to go. Typically, you end up hiring the best candidates when you take a leap of faith.”

      According to Riffat, hiring for potential is all about “being able to partner with the hiring managers and make sure they see potential in a candidate. It also depends a lot on product maturity and if we can afford to give a candidate six months to become what we want.” 

      Build an inclusive environment to foster employee growth

      An inclusive workplace values and respects diversity, and is where all employees feel welcome and supported. By fostering an inclusive workplace, businesses create an environment to support employee development and growth. Here are a few ways to do this:

      1. Establish guiding values to support professional development and growth

      These values must emphasize the importance of providing opportunities for employees to learn and grow in their roles, and support their professional development. By adopting such values, companies create an environment that encourages employees to learn new skills and take on new challenges.

      Anabel Morales echoes this saying, “The key to scaling our culture successfully is equipping our leaders with tools to scale trust, transparency, and inclusion. When we hire managers or promote somebody into a management role, we’re introducing them to our leadership principles and educating them on how to live up those values.”

      2. Encourage open communication and feedback

      Create an environment where employees feel comfortable sharing their ideas and providing feedback to one another. This helps identify and address any challenges or barriers employees may be facing, and can support their growth and development.

      To Anabel, this means “facilitating inclusion and teaching people how to build trust. Leading without micromanaging, asking for feedback, and being a good listener are basic things managers sometimes forget to do.” 

      “The psychological safety piece is also very important. It is something you need in a team to ensure innovation. The last thing you want as a manager is to have a team where everybody just agrees with you. Create an environment where people feel open to speak.”

      3. Explore personal drive and growth

      Provide employees with support and guidance as they explore their personal drive for growth. This might include offering advice and mentorship to help guide their self-reflection as they define their purpose and future goals.

      Sacha Luthi says, “If you look at what success means, it’s very broad. I can make things very complicated as an HR person. Or, I can try to build an environment in which people want to work with you. I don’t want people to work with me because they have to. The true reason is finding the ‘Why are you here?’”

      4. Measure the impact of deficiencies

      There are endless avenues to take when it comes to professional development and growth. So many possibilities might become overwhelming, causing employees to struggle in picking their starting point. As a leader, aid employees in identifying personal development needs to plot their course.

      Reflecting on his own experience, Sacha says, “it took good leaders to see things I was not able to see in myself. You need people along the way who believe in you and build confidence.”

      Encourage self-reflection to measure the impact of deficiencies in order to identify growth opportunities. Sach poses a few questions for individuals to consider: “How do I find out what I’m really good at? What gives me energy? Where is the space for it to be used?”

      “If you are not good at something you should also look at it from a collective perspective. There are other people around you who may jump in or cover the gap, so look at performance and career. We still value and recognize individuals but how do we put those strengths together so the collective output is better?” 

      5. Provide opportunities for learning and development

      The opportunity to continuously learn and tackle new challenges continues to be the number one reason software engineers enter a career in the field. Employers should offer compelling career development opportunities to attract and retain software engineers and ensure they feel adequately challenged in their roles. 

      Based on our survey of software engineers, more than half said it’s important to them their employer provides professional development opportunities. 72.2% reported new challenges and continuous learning most attracted them to a career in software engineering.

      Set the tone for personal growth & professional development in your organization

      If you want to create an environment to encourage employees to develop new skills, cultivate new strengths, and continue the evolution of their careers, build an inclusive workplace and keep growth in mind from the hiring process on. 

      Tune into Hired.com’s podcast, Talk Talent to Me. Hear what top experts have to share about the strategies, techniques, and trends shaping the recruitment industry today.

      Want to listen to the full episodes featured in this article?

      Editor’s note: at the time of the podcast recording, Anabel was VP of Talent Acquisition, in August of 2022, she became VP, People and Culture. Congrats, Anabel!  More

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      in Employer

      How to Build a Sustainable Tech Talent Acquisition Strategy: A Comprehensive Guide

      by

      About this eBook

      Do you know anyone who’s used “talent acquisition” and “recruiting” interchangeably? Maybe you’ve done it, yourself! While organizations are moving towards a more sustainable talent acquisition strategy, they often confuse talent acquisition with recruitment. This misunderstanding may hamper your process and disrupt progress.

      A sustainable talent acquisition strategy encourages you to maintain a balance between acquiring external and promoting internal talent. A lack of career advancement opportunities is one of the main reasons people quit their jobs. Sometimes, current employees even feel neglected when companies enter the hiring phase.

      Although hiring new talent is important, doing so at the cost of current employees is detrimental to organizational growth and morale. Moreover, if you delegate all resources and money towards recruitment, there’s none left to invest in and retain your employees.

      Hence, a sustainable strategy is a win for all – companies can divide time and resources between current employees and new hiring with proper planning and implementation. While recruiting is essential for gaining employees, it can become a time-intensive and expensive endeavor without a TA strategy.

      Amidst a dynamic labor market, many organizations are exploring talent acquisition avenues to prepare for hiring surges and talent management. To help, we created an eBook to demystify talent sustainability and help organizations incorporate it into talent acquisition strategy.

      What You’ll Learn

      What constitutes a sustainable talent acquisition strategy in both candidate and employer-driven markets

      Actionable steps to take on the daunting task of building a robust talent pipeline, including 5 questions to answer before making a plan

      Strategies to nurture and engage candidates in the talent pipeline

      A look into the future of tech talent acquisition

      Plus, Why Core Values are Important to Talent Acquisition Strategies

      By integrating your organization’s core values into your talent acquisition strategy, it strengthens your employer brand. This pays dividends in multiple areas including candidate and employee experience. If you need help in this area, we’ve also created resources for both startups and larger enterprise companies. More

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      in Employer

      How to Foster Psychological Safety in the Workplace, from Interviews to Management

      by

      Why it’s Important to Create an Environment for Employees and Candidates that Welcomes Feedback

      The workplace hasn’t always felt like a safe space to speak up or out. Because of that, issues can go unaddressed and ideas can go unmentioned. Savvy organizations know an environment strong in psychological safety is more conducive to innovation and employee satisfaction. Haven’t heard of psychological safety before or don’t know what it is? Learn why it’s important in the workplace from interviewing to managing teams. Find out how to establish and nurture it within your company.

      What Is Psychological Safety?

      According to Harvard leadership professor Amy Edmondson, “psychological safety is a belief that it’s absolutely ok, in fact, it’s expected, to speak up with concerns, with questions, with ideas, with mistakes.” Everyone feels comfortable being themselves at work. There’s no fear of punishment or humiliation for one’s thoughts or ideas.

      This doesn’t mean work is sunshine and rainbows all the time. Conflict will happen. The difference is people are willing to speak up. There’s mutual support with psychological safety.

      Psychological safety lays the groundwork for innovation and adaptive performance. This can occur at all levels of an organization. It establishes an environment where team members feel comfortable expressing concerns. They ask tough questions because everyone’s input counts. They’re not afraid to throw out ideas for fear of rejection. When team members feel safe, they’re more likely to take risks, share new ideas, and challenge the status quo.

      Anabel Morales, VP of Talent Acquisition at Worksome describes psychological safety in a nutshell as “really just having the ability to speak your mind and being open to candor.”

      Tyler Parson, Head of Talent at Chili Piper explains how creating this space stems back to the organization taking initiative. “If you create a culture where it’s okay to say those things, then it takes all the fear out of it, or at least most of the fear out of it.” 

      Company Values & Culture Foster Psychological Safety

      Reinforce and promote psychological safety through the company’s values. Doing so allows you to set the tone for its development throughout the organization.

      Worksome’s company values are “Speak data, be brave, and have fun.” Anabel Morales explains how these values work to build an environment of psychological safety. 

      “Being brave really connects to letting people be authentic, speak their minds, and have fun. I think it’s not just about social events and team building, but it’s also about actually having a passion for your work and having fun at your job because of what you’re doing.” 

      “Our cultural framework is made up of trust, transparency, and inclusion. We try to approach everyday interactions with our colleagues in this way and also throughout the candidate journey.

      Culture promotes psychological safety for internal employees seeking changes too. Tyler Parson shares how this works.

      “What we’re trying to build at Chili Piper and have been successful in doing so far is creating a culture where if you want something new, you always ask for it internally first. If it’s in the realm of possibility and our growth plan, then we try it.”

      With clear values and a positive culture, employees can feel comfortable expressing themselves in the workplace and building trust with the company.

      Psychological Safety in Interviewing

      For far too long, an interview hasn’t always felt like an opportunity to speak up without fear of backlash. Or worse, getting the boot from the recruitment process. Building psychological safety in interviewing will change that.

      Anabel explains why Worksome makes an effort to provide psychological safety in the interview process. “We want to ensure people feel free to speak up and share failures as well as successes because we know that’s really where the learning happens and that’s just important to share.” 

      This welcomes the opportunity for candidates to share the adversity they overcame to achieve success!

      So, how do you set a precedent of psychological safety for a candidate in an interview? It starts with the interviewer.

      Tyler shares that Chilli Piper ensures during “interview trainings, hiring managers are equipped with how to create a basic positive candidate experience. Part of that is understanding how to make candidates feel comfortable, welcomed, and [empowered] to talk about their experiences in a way that doesn’t shy away from talking about their failures.

      Gauge a candidate’s ability to foster psychological safety in the workplace. Ask questions focusing on empathy and respect. Assess if this person will be a good fit in a culture of psychological safety.

      How do you go about building trust with your team?Provide an example of how you showed empathy in your current role.How would you help someone progress after a failure?Share how would you respond if someone else’s view on a task or project differed from yours.

      Psychological Safety for Management

      Creating a psychologically safe workplace starts with strong leadership. Leaders need to model the behavior they want to see in their team members. They need to encourage open communication. Give employees the space to voice their opinions.

      Anabel believes “top leadership” setting a precedent has a ripple effect throughout the organization. “I think if they are living out their values then it will naturally trickle down to the rest of the company.” 

      “You can always use the values when you are trying to make tough decisions and when you reflect on the values, it’s [even] helpful in navigating your day-to-day.”

      “When we hire managers or if we promote somebody into a management role, right away we introduce them to our leadership principle, educating them on just how to live up to those values.”

      Tips to Build Psychological Safety

      Here are 3 important tips from Amy Edmondson to create psychological safety as a leader: 

      Frame the work as a learning problem, instead of an execution problem. Needing everyone’s involvement creates a rationale for speaking up.

      Ask more questions to invite sharingActively request opinions from those who tend to stay quiet

      Acknowledge your own fallibility to create more safety for speaking up. Tyler Parson supports this saying, “It starts with… you as a leader practicing vulnerability”

      Apologize when you make a mistakeAsk for help when you need it

      Model curiosity and ask a lot of questions to create a necessity for voice.

      Promote equal speaking time for everyone involvedEncourage feedback sharing and use it to build on ideas

      Psychological Safety Is the Foundation for Innovation

      Psychological safety establishes a baseline. Everyone can feel safe to speak up and feel heard when they do. In this sort of environment, innovation comes easily with the free flow of ideas. 

      Want more insights into recruiting tips and trends?

      Tune into Hired’s podcast, Talk Talent to Me, to learn about the strategies, techniques, and trends shaping the recruitment industry—straight from top experts themselves.

      Finally, want to listen to the full episodes featured in this article?

      Editor’s note: at the time of the podcast recording, Tyler was Head of Talent, in June of 2022, she was promoted to VP, People. Congrats, Tyler! Likewise, when her episode was recorded, Anabel was VP of Talent Acquisition, in August of 2022, she became VP, People and Culture. Congrats, Anabel! More