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      in Talent Acquisition

      Starting a New Job? 10 Ways to Set Yourself Up for Success

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      The First 30 Days are Critical When Starting a New Job

      Starting a new job is often a mix of emotions: excited, nervous, and frequently, overwhelmed. Regardless of the company and role, the first 30 days are instrumental in setting yourself up for success. Use these 10 tips to help you get the most out of your first interactions, and ensure you’re ready for the inevitable challenges.

      1. Introduce yourself – a lot

      No matter the role or team, it’s important to take the initiative to introduce yourself when starting a new job. You likely won’t know everyone you will end up working with over time. Establishing introductions early will help you connect with more of your colleagues and avoid awkward interactions down the road. Even if you’re not a social butterfly, make an effort to at least say a quick hi – it’ll be worth it.

      2. Ask questions

      No one expects coworkers starting a new job to know everything at first. Even if you’ve performed the exact role somewhere else, there will be things to learn about your new role and company. It might be workflows, policies, or leadership preferences. 

      Approach this time with a beginner’s mind. Demonstrate your curiosity, interest, and enthusiasm. Ask questions when they come up – of leaders, peers, and people across the business. This helps you accelerate your learning, build interpersonal connections, and get a broader understanding of the company, your team, and role.

      Take notes during presentations to ask at the designated time. The goal is to be inquisitive, not disruptive. Listening is equally important to asking so be receptive to answers with eye contact and active feedback. Don’t forget to follow up with a thank you. This not only expresses your gratitude for their time and response, but fosters a positive relationship moving forward. 

      3. Say yes

      Even if you’re not exactly sure what you’re saying yes to, accept new opportunities. Perhaps a different team is looking for help on a project, or your manager has an unexpected request. By diving in you may earn respect, learn more about the business, and explore your potential there.

      Caution: 

      While it might be tempting to say yes in an effort to please colleagues or take it all in, do not overextend yourself. As you establish a good impression at the start of your new job, you don’t want to compromise the quality of your work by spreading yourself too thin. To combat this, ask questions about the project or opportunity, and discuss it with your team lead or manager. Ask for their help prioritizing and setting realistic expectations about these extra tasks. 

      4. Set goals as part of starting a new job

      Starting a new job often comes with (at least) some ambiguity. It’s only natural to want to get your bearings before committing to goals. However, you should have some preliminary targets to help you focus early on. 

      Your goals might change but this will help set you on the right track – or realize you should consider a different path. Many companies have best practices around creating a 30-60-90 day plan to structure priorities and communicate expectations during intro meetings.

      Related: 30/60/90 eBook with free template for employers onboarding tech engineers.

      5. Keep a list of roadblocks/opportunities:

      You have an incredible advantage as a new employee. When you’re onboarding, you have “fresh eyes.” This perspective is often a great value to your team and company. This is not about noting failures or complaints. Use starting a new job as detecting opportunities and potential solutions. 

      Keep a list and review them with others as appropriate. It might be in a 1:1 with your manager, or among team members. Sometimes, it’s helpful to phrase them as questions. 

      For example, “I’ve noticed we refer to X by Y. Is that an internal term? What’s the reason behind that?” Remember, you’re showing curiosity and interest. 

      If, in this example, there’s no good reason or history to support this label, then introduce your suggestion. “I wonder if it confuses customers? Most people refer to X as Z, even if it’s not the technical name. Maybe we should rethink the communication around X to make it easier for our customers to find.”

      6. Ask to be included

      Leverage being new to the team – you don’t know everything yet. Use this to your advantage by asking to be included in anything you are interested in. The worst answer you can get is no – and even then, colleagues and leaders will appreciate your curiosity, a valuable quality in a new team member.

      7. Figure out who you need to know

      Be aware of who to reach out to when you need to accomplish something. Use introductory meetings to understand how your role overlaps with and affects others. This will help you stay organized when seeking assistance with future tasks and provides direction amid what can feel like a sea of people. 

      Approach individuals wisely and don’t make the mistake of discounting support staff. Whether interviewing or working, treat everyone with respect. It’s often administrative staff who become allies or have the ear of key decision makers. 

      Being friendly with an executive’s personal assistant, for example, often helps to keep you in the loop on important conversations and decisions.

      8. Build alliances when starting a new job

      Observe and identify people you’d like to know better. They may be especially sharp, seem to have things figured out, or make a comment on a common interest. Even if you don’t end up working together, it’s important to form friendships in any workplace – for your sanity, professional network, and understanding of the company.

      Make an active effort to connect with a variety of colleagues. This includes team members across a range of levels and with varying tenure. You’ll collect a diverse portfolio of perspectives. Established employees can offer deep institutional knowledge to help reduce your learning curve, while new hires (like you!) can bring fresh ideas and the camaraderie you need to feel settled. 

      9. Get to know your team

      Lastly, and perhaps most importantly, the beginning of a new job is prime time to really get to know your team. You generally get a bit of a pass when it comes to your output in the first few weeks, so take the time to set up one-on-ones, lunches, or whatever it takes to integrate into the larger team. 

      In addition to understanding what each person is responsible for within the business, do what you can to get to know them as people. Building authentic relationships generally leads to more effective collaboration and fewer tensions when resources are constrained.

      10. How to connect when starting a new job remotely

      Working from home, or remote work, for many employees has become the preferred option. In a Hired survey, only 1% of respondents said they preferred an in-office environment 100% of the time. So, if you’re starting a new job remotely, how do you make personal connections with your new co-workers? In a WFH setting, you’ll need to be extra intentional about communicating and making the effort to connect.

      Co-working Spaces

      Dropbox, like many large companies, uses co-working spaces like Studios. Located in many metropolitan areas, Studios provide spaces for co-workers to meet up, conference rooms for meetings, or just to get out of the home office for a while. 

      Dropbox Technical Recruiting Manager Marcus Mackey used one to participate in a Hired webinar event. 

      “I’m in our New York studio today. I’m doing this panel and there’s a number of other folks here as well. I try to get in here once a week to meet with a couple of folks on my team, to build those connections in person, which I think are super important.”

      Virtual Options

      Identify immediately which tools the company uses and familiarize yourself with them. Schedule casual introductory meetings, or “coffee chats,” and attend the company-hosted virtual events. Happy hours or “game nights” via Zoom may be essential to feeling integrated and comfortable with your team. 

      Outside of video, you can also be an active communicator via chat. See if your company has group chats available for employees to connect and discuss topics that may or may not be related to work. At Hired, fun Slack channels are aplenty (“Pupdates,” “Random Coffees,” and “Book Club” to name a few). 

      The “Random Coffees” channel, for instance, randomly pairs two employees each week for a one-on-one virtual meeting “over coffee.” These virtual “watercoolers” humanize our interactions and support socialization among employees across all teams and time zones. Consistently contributing and participating demonstrates your interest in being part of the team and helps you develop bonds in spite of the distance. 

      Starting a new job is easy when you are ready to hit the ground running.

      Implementing these tips will help you confidently establish yourself in a new role and make your first month a little less overwhelming. When you make your presence known, express your interest and enthusiasm in work, and make an effort to connect with team members, you are off to a strong start. 

      Are you looking for a new role in tech or sales? Complete a free profile and let employers come to you!

      Curious how Hired helps jobseekers find great roles in tech and sales? Learn how our platform helps you create meaningful connections with top employers. More

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      in Employer

      Diversity Isn’t Optional: How 3 Talent Leaders Made DEI an Organizational Imperative

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      All too often, organizations treat DEI initiatives as optional—but this approach couldn’t be worse for business.  

      According to McKinsey, gender-diverse companies are 15% more likely to have financial returns above their national industry median and ethnically diverse companies typically experience a 35% increase in performance compared to homogenous competitors. Similarly, a Boston Consulting Group report found diverse management teams generate 19 times more revenue than non-diverse teams.

      The statistics speak for themselves: diversity is key to business success. But how many companies treat DEI initiatives as a true organizational imperative?

      The unfortunate answer: not enough. “Prominent tech companies have made little progress in their stated goal of hiring more minorities,” notes one CNBC article. 

      For example, many enterprises saw only “low single-digit increases in their percentage of Black employees” from 2014 to 2020. And while the gender and race wage gap is narrowing, access to opportunity and discrepancies in salaries persist for underrepresented tech talent. 

      DEI data

      For example, in our recent State of Wage Inequality in the Tech Industry report, our platform data showed: 

      36.7% of roles only sent interview requests to menThe percentage of positions only sending interview requests to white or asian men continue to drop, but is still a hefty 49%Black women continue to see the widest gap among the demographics analyzed.

      “There is still work to be done in ensuring equitable hiring processes to narrow wage and expectation gaps, and companies must prioritize this effort,” says Hired CEO Josh Brenner. 

      “Post-Great Resignation, companies successful in identifying non-traditional talent, while also ensuring diversity and representation in their candidate pipelines, will be better positioned to drive their businesses forward in a time of increased volatility.” 

      To see what steps business leaders across the country are taking to drive impactful DEI efforts, we’ve compiled actionable insights from Hired’s Talk Talent to Me podcast. Read on to learn how Match Group, Capital One, and Tech Can [Do] Better work to enact positive change—and how your organization can do the same.

      How Match Group attracts underrepresented candidates

      Expert: Match Group Vice President of Talent Acquisition, Craig Campbell

      Examine your entire hiring process

      To build a pipeline of diverse talent, Campbell suggests baking DEI into every part of your hiring process: from branding to sourcing to interviewing. “Think about what you’re doing to attract the right talent,” he says. “Can you stand on your approach and say it’s end-to-end fair, objective, and inclusive?” 

      Revisit value propositions

      In a crowded marketplace, corporate branding can make or break your recruiting efforts. 

      As Campbell puts it, “Do you present an attractive value proposition to start with, and then are you ensuring that you’re not doing things to diminish your opportunity to convert as much talent as possible? 

      That’s something you can apply in general, and then even more specifically when you start to think about segments like Black or African-American, Latinx, women, and the LGBTQ community. 

      For each underrepresented segment in your organization, you have to take an inside-out approach to determine: Do I have the right value proposition to attract that audience?” 

      Many businesses already use market segmentation for customer acquisition—and the same strategies can be used to attract diverse candidates. “I don’t think it’s a far reach to apply some of that expertise to talent segmentation,” says Campbell.  

      Take a stance on social issues

      Candidates will notice what your company does—and doesn’t—say. 

      As Campbell puts it, “Another part of your value proposition is your position as it relates to social causes. I think that’s a new and emerging component of the value proposition, with candidates asking companies what they stand for and how that shows up in how they do business and support employees.” 

      According to Edelman’s 2022 Trust Barometer, 60% of respondents said they will choose a place to work based on their beliefs and values. 

      Organizations with clear answers and concrete evidence will stand out for their commitment to taking action. “Whether you have a story to tell—or more importantly, a track record—could be the difference between you being more or less competitive,” says Campbell.

      Listen to the whole episode

      How Capital One nurtures an inclusive culture

      Expert: Capital One Senior Director of Diversity Talent Acquisition, Kanika Raney

      Prioritize DEI initiatives in onboarding

      At Capital One, Raney is proud to have helped shape a successful onboarding program that sets the tone for company culture and employee experience. 

      “Everyone goes through a day-long training to learn more about our culture and values,” she says. “For us, it’s essential they feel included from day one.” 

      Part of that mission means emphasizing DEI initiatives through the onboarding process—and encouraging new employees to get involved with relevant business resource groups and activities. 

      Onboarding isn’t something that occurs only when someone starts a new job, though. Rather, it happens any time there is a transition—and DEI should be emphasized at each milestone. 

      “That can be when you transfer to a new role, when you get a new manager, if there’s a reorganization, or if you’re returning from an extended leave,” explains Raney. “And companies should have an onboarding strategy for each of these defining moments in an employee’s career.”

      Unburden minority employees

      Far too often, the burden falls on minority groups to cultivate inclusivity within an organization. “More often than not, if you’re the only female or the only Latinx employee at a senior level, you’re going to be tapped on the shoulder every single time,” says Raney. “And that becomes a lot for one person representing one demographic.” 

      Tokenism [to-ken-ism] /ˈtōkəˌnizəm/ noun

      “The practice of doing something, such as hiring a person from a minority group, just to appear to be treating people fairly and to avoid criticism.” 

      To prevent tokenism,  business leaders should own this responsibility themselves rather than relying exclusively on employee groups. 

      For example, Capital One hosted a speaker series to advance authentic dialogue, grow DEI awareness, and promote allyship. 

      “It’s about creating the space for open dialogue and allowing people to join in on a voluntary basis versus putting employees on the spot and making them feel like, ‘I’m the one that has to step up and answer this question,’” explains Raney. 

      Related: Panel discussion: “Close the Gap with Advocacy & Allyship”

      Forget about “culture fits” 

      Rather than hiring candidates who are culture fits, Raney suggests rewriting the script and seeking culture adds. 

      “Why are we trying to force people into a fit?” she asks. “It should be less about, ‘Can you fit into this culture?’ and more about, ‘What are you adding to this culture?’” 

      To that end, Raney emphasizes the importance of training staff to think differently during the recruitment process. 

      For instance, hiring teams might ask: 

      Can this candidate bring an alternative perspective to the organization? In what ways will their original insights benefit our business? If someone is missing a credential, can they learn relevant skills on the job? Are they growth-minded? Do they offer something we didn’t even know we needed? 

      Listen to the whole episode

      How Tech Can [Do] Better leverages critical diversity data

      Expert: Tech Can [Do] Better founder & CEO, Lawrence Humphrey

      Partner with outside organizations 

      Humphrey’s nonprofit, Tech Can [Do] Better, was founded one week after the murder of George Floyd. “We’re all about driving racial equity, and equity more broadly, in and through the tech industry,” says Humphrey. 

      “This was a window of opportunity like none I’d ever seen before, so I thought: How can we turn this moment into a movement where all of the most influential companies in the world have an ear for systemic change? How can we actually make something out of it?” 

      Today, Tech Can [Do] Better partners with innovative organizations to provide data-driven perspectives on how to enact change. “You can’t improve what you don’t measure,” explains Humphrey, quoting a famous maxim. 

      In running reports for tech companies, he helps business leaders identify—and fill—critical representation gaps. A large part of that process is breaking down data by gender, role, tenure, and other variables. 

      “You need to be able to segment the data,” says Humphrey. “It’s not enough to say that 15% of your workforce is Black. Where are the Black folks in your workforce?” 

      By getting granular, you can identify opportunity areas that might have otherwise gone overlooked—whether that’s diversifying the C-suite or rolling out initiatives to improve retention in a certain department.

      Set realistic expectations for DEI initiatives

      “Systemic problems require systemic solutions,” says Humphrey, “and systemic solutions require a long time frame.” It’s important for talent companies to recognize meaningful change can’t occur overnight. 

      Instead, DEI initiatives are an ongoing commitment to building a better workforce. As Humphrey explains, “It’s a little bit of work done for a long time. You can’t expect to just burst through some sprints or an intense one-quarter cycle, and then achieve equity. 

      That’s not how this works. It’s a commitment—and I feel comfortable saying it’s a life-long commitment.”

      Listen to the whole episode

      Here’s What You Can Do to Make DEI a Priority 

      Embrace best practices

      List salary bands. Use technology to reduce bias. Drop requirements for traditional four-year degrees and avail roles to those with non-traditional educational backgrounds, like bootcamps. In our 2022 State of Software Engineers report research, we found in 2021: 

      46% of software engineers had a computer science degree24% were self taught18% have a relevant college degree (ex., mathematics, information technology, data science, etc.)11% participated in a bootcamp program.

      In each case, the percentage increased 1% from 2020, except for “relevant college degree,” which decreased 4%.

      We’ve also seen wonderful results of bootcamp graduates on Hired, such as Paula Muldoon, who transitioned careers. After earning multiple degrees in and enjoying a music career, she joined a program through our partner, Makers, in the UK. She’s now a software engineer for Zopa, a leading financial company. 

      We’ve already seen great examples of DEI on our platform. So much so that we scored employers on our core values of equity, efficiency, and transparency in our first List of Top Employers Winning Tech Talent. Want to make the next list? Draw on these top ranking companies inside for inspiration.

      If you’re ready to follow in these organizations’ footsteps, Hired is here to help. By leveraging our platform’s innovative DEI tools and transparent salary data, we help your company build diverse teams and close critical wage gaps—one hire at a time.  More

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      in Employer

      2022 State of Software Engineers: UK and Cross-Border Trends

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      KEY TAKEAWAYS

      Top issues and trends for software engineers Most in-demand skills and rolesSalary data for software engineers in the UK and nearby European countries

      About this Report

      At Hired, our mission is to surface the best tech talent anywhere to help you fill your open roles and progress on DEI goals. But how?Our platform expanded beyond traditional tech markets this spring to include actively-engaged, curated talent around the world.We partnered with HR global marketplace leaders like Remote and Oyster, to help employers take the next step after surfacing talent on our platform. These partners help guide employers with specifics on workplace and hiring protocol, as well as HR compliance in payroll and other tasks.Based on our annual State of Software Engineers report, this content focuses on software engineers in the UK, as well as France, Germany, Ireland, Italy, the Netherlands, Poland, Portugal, Romania, Spain, and Sweden. With data shared from our partner, Oyster, we bring new insights to recruiters and employers seeking to expand talent teams in these areas.Containing loads of resources for attracting and hiring remote tech talent, this content also helps you navigate global recruitment and personalise your strategy for various regions.Are you a software engineer in the United Kingdom interested in a new role? If so, we have a lot of information for you too! We share the top countries eager to hire UK tech talent. We also dive into where remote demand is accelerating the fastest and average salaries. More

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      in Talent Acquisition

      How to Stand Out Behind the Screen: a Guide for Remote Candidates

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      Part of a Series: Setting yourself up for success as a remote candidate

      Editors note: this article was previously posted on LeadDev on behalf of Hired as part of a content series for remote jobseekers.

      Before the pandemic, the job market was split into two uneven parts – office work and remote work – with hardly anything in between.

      Two years later and we now live in a world where you can be, say, 92% remote, visiting the office twice a month. The binary of home and office work no longer exists; ‘remote’ is a variable, and every company has its own baseline.

      Some are offering remote positions on top of office ones. Many are taking a hybrid approach, giving the flexibility to work some days remotely and encouraging folks to come in for ad-hoc team events or sensitive one-on-ones. I was recently involved in a company effort to design that hybrid culture shift and it changed the way we recruit as well.

      If you’re searching for a partially or fully remote role, how can you navigate through an uneven and saturated market? Here I’m sharing my guide for remote candidates looking to stand out by mixing new ‘remote’ tricks along with proven winning strategies.

      1. Boosting your profile

      Cut through the noise

      It’s important to clearly communicate your personal baseline for working remotely. Let recruiters know if you’re willing to come to the office at all, and specify how often. Put this information on your LinkedIn profile and CV. Otherwise, you’ll waste valuable time talking to recruiters who are looking for something else and miss other opportunities due to a lack of focus. It’s also a good idea to highlight if you’re open to relocation and what your baseline would look like in the new country.

      Plan for limited attention

      As a hiring manager, I look through CVs every day. Attention is the most valuable resource I have, and so my task is to extract essential information as fast as possible to decide whether to start the recruitment process. I only take a deeper look when I’m preparing for the interview.

      This isn’t just me. Some studies suggest you have only 7 seconds to attract a recruiter’s attention. That may be an exaggeration, but most recruiters I know settle on a 60-second interval. To increase your chances, consider structuring the most vital details on the first page and use an E or F pattern.

      Showcase the most valuable details

      When I scan the applicant profile, I personally look for:

      Is it a remote-only candidate? If so, what is their timezone range availability? I hope to find these details at the top of the page, together with their LinkedIn URL and personal website or GitHub.Is relocation needed? Relocation adds an interval on top of the notice period, so if I am proceeding with such a candidate I need to plan accordingly.What can this person do, and what do they like to do? A lot of candidates barely mention what they excel at and what kind of opportunities would make them happy. I get very excited when candidates include this in a summary.What was their last job role in detail? Here, I expect a clear distinction between responsibilities and achievements. When I was refactoring my own CV a few years back, I was surprised by how hard it was to separate achievements and tie them to numbers, let alone business outcomes. It’s no wonder that many candidates fail to paint a clear picture of their recent roles. However, doing this will get you bonus points.Is it written in sufficiently good English? I also use the CV to estimate English proficiency and attention-to-detail levels. This is especially important for remote candidates who rely a lot on written communication. And of course, it may not be applicable to neurodivergent individuals.

      Treat LinkedIn as a minimalistic version of your CV

      Recruiters rely on LinkedIn more and more as a sourcing tool where they can find and reach out to attractive prospects. Moreover, if your profile is detailed and up-to-date, they may treat it as a mini CV. Sometimes, I interview candidates without seeing their CVs, just based on their LinkedIn profiles.

      Consider keeping sections like your ‘Summary’ in sync between your CV and online profile. Often, candidates don’t have any description of their roles in the LinkedIn ‘Experience’ section, which renders their profile semi-useless from a sourcing perspective.

      Remember that exercise of writing down your achievements? These would shine on your profile too. Because of the spam, you would still get irrelevant proposals occasionally, but less so. Having your online profile in check may lead to some of the most promising and well-targeted recruitment invites.

      2. Making the right impression

      Think through your video appearance

      In a remote work environment, the way you present yourself matters. It’s not about how you look. It’s how you impact the experience of others. When we come to the office, we want a comfy, quiet space with a nice interior. In a video chat, each participant’s video and audio stream contributes to the overall environment. It forms that virtual office space. Your own contribution should improve it, so the interviewers can see it would be comfortable for them to work with you remotely.

      Do you have everything listed below? These represent the hygiene minimum:

      Good sound. Don’t use an internal microphone.No background noise. You can also try to bring it down via software.Non-cluttered background. The real one is better, yet you can also resort to a virtual background.Non-blurry webcam. A cheap webcam also might do a better job if you increase the amount of light in the room.Good internet connection. Also, arrange for a backup connection.

      If adjusting your current setup is entirely impossible, consider renting a meeting room through a coworking space or taking an interview from a friend’s house with a better setup.

      Related: Video Interviews 101: How to Impress in the Digital Age

      Demonstrate remote professional traits

      Every company has different needs, so there’s no one-size-fits-all when it comes to the personal qualities you should demonstrate in the interview. Some companies may consciously allow for specific traits as a part of their D&I strategy. A good trick is to ask the recruiter what kind of remote candidates they’re looking for.

      That said, there are a few common things that would highlight your capacity to work remotely

      You come across as an organized person. To the extent that you are on time to join interviews, responsive to recruiters over email, and appear composed when speaking.You have good written communication skills. The typical signals are your CV, online profile, and any written content you generate during the recruitment process (e.g., email exchange with a recruiter) or posted online earlier (e.g., your article).You can be concise when speaking. This means you don’t take too long to deliver a point. Folks who can’t do this tend to bloat work meetings, increasing zoom fatigue. If brevity and structure don’t come naturally, you can practice in advance (try using the STAR or PARADE methods).You can bring results autonomously. This is especially important if there’s a timezone difference. The ability to organize and unblock yourself while your colleagues are asleep becomes crucial.

      3. Applying the secret sauce

      Highlight what makes you special

      Every person is special and can contribute in a unique way. As a hiring manager, I also have to be very pragmatic. Ultimately, I will prioritize hiring those applicants who are already aware of what makes them stand out. These folks write about it on their profile and highlight it during interviews.

      Things I would look for include open source contributions, pet projects, tech articles, non-tech initiatives, and public speaking. Your personality and past experience can also make you interesting. I’ve hired pilots and poets, architects, and party people. Carefully growing a team and adding diverse personalities into the mix can make it incredibly performant and creative. It also makes for a fun place to work. Consider what kind of community you want to join, and make your profile stand out in that way.

      Reflections on standing out as a remote jobseeker

      One thing I haven’t mentioned at all in this article is tech skills. Those alone could get you a job, and there’s a magnitude of resources dedicated to perfecting them. But it’s a shame that so many people overlook the importance of presenting themselves in a clear, appealing, and authentic way. By boosting your profile, making the right impression, and applying a bit of secret sauce, you’ll surely increase your chances of swiftly getting the best offer from the company that’s right for you.

      This article was written by Matthew Gladyshev as part of a content series for LeadDev.

      Related articles: More

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      Want to Hire a Globally Distributed Team? 4 Ways to Get Started

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      In the last few years, more companies have expanded their workforces globally than ever before. Businesses realized the talent pool is no longer limited to their city limits (or even their country’s borders, for that matter) and skilled workers everywhere are getting a shot at working for top employers—no matter where they live. Related: Hired […] More

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      in Talent Acquisition

      What Top Companies Look for in a Great Remote Technical Interview

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      Part of a Series: Set Yourself Up for Success as a Remote Jobseeker Editor’s note: this article is reposted from one originally contributed to LeadDev.com for Hired… Today’s interview candidates go through a rollercoaster ride when it comes to online technical interviews. A typical round lasts for about 60 minutes while the candidate tackles hot […] More

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      in Talent Acquisition

      How to Maximize your Job Offer as a Remote Engineer

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      This article is reposted from one originally contributed to LeadDev.com and authored by Lawrence Barker for Hired… How can you get the job offer you want? And how can you feel confident you’re getting paid what you deserve? With so much confusion around salaries for remote roles, these questions are top of mind when you’re […] More