What are the best ways to onboard IT talent from external sources?

In onboarding external IT talent, I prioritize pre-boarding communication, comprehensive orientation, and technology setup. A buddy or mentor aids acclimation, and a structured training program covers organizational and technical aspects. Facilitating introductions, clear role expectations, and regular check-ins contribute to a positive onboarding experience. Feedback mechanisms and milestone recognition enhance continuous improvement. Emphasizing cultural integration and providing growth opportunities ensure a seamless integration of external IT talent.

Absolutely, I agree. Defining clear goals and expectations is fundamental in recruiting top IT talent. It not only guides your search but also ensures candidates understand exactly what's required, leading to more successful hires.

Enough has been spoken about the traditional tried and tested approaches on Onboarding. f you have onboarded new joinees — employees & interns in your company, you would have realised how repetitive the process is. If you lead the person through a structured way to ramp up it can make the experience of the new person quite pleasant and less overwhelming at the same time. Foundational pillars : Simple & Easy, Personalised, Visual & Engaging & a bit of Fun. Today we can AI in more than many ways to bring in novelty : AI to personalise, AR to enhance Ex & Chatbots to support. Remember Onboarding as an opportunity to be Interactive, Provide Information, Localise for users, and same time Monitor for Feedback. Always view it from a Customer Lens.

Some of the strategies I would use to effectively onboard IT talent from external sources: - Creating personalized Onboarding plans based on their goals and also providing robust onboarding support for remote employees to bridge any gaps - Implementing cross-functional exposure for them to allow the new hires to understand how their role aligns with broader organizational objectives - Conducting Tech workshops to familiarize them with the tech-stack - Defining clear career path for their professional growth and to set them up for success - Post-onboarding check-ins are important. Will schedule follow up sessions weeks or months after the initial onboarding to address any evolving needs or concerns

Onboarding external IT talent involves effective pre-boarding communication thorough orientation, tech setup, mentor support, structured training, role clarity, regular check-ins, feedback, milestone recognition, cultural integration, and growth opportunities for seamless integration. As per sourcing collaboration with agencies, industry events participation and competitive compensation, along with a positive employer brand, attract skilled professionals.

A better way to onboard IT talent from external resources effectively and keep them productive, every company should; 1. Clearly define roles & expectations. 2. Provide comprehensive orientation. 3. Assign a mentor or buddy. 4. Provide access to necessary tools & resources. 5. Offer training & development opportunities. 6. Encourage collaboration & communication. 7. Set clear goals & provide regular feedback. 8. Facilitate networking opportunities. 9. Support work-life balance. 10. Monitor progress & provide support. Implementing these practices will ensure a smooth and productive onboarding experience for IT talent.

A good onboarding experience can help employees perform better and reduce turnover. While a positive pre-boarding experience has its own merits in process, It should primarily focused on glimpse of their first week on the job, Reflect company culture, Assign buddy qt work that foster sense of belongingness, Set goals and creative positive Experiences

A well-designed onboarding plan is essential for a new employee's swift integration into the team and effective task execution. In the IT sector, understanding the product, familiarizing with the company's operations, and collaborating with team members are vital. Creating an implementation plan, providing equipment and training, easing team integration, organizing code review sessions, and enabling continuous learning are key steps. Consultations and feedback channels are also crucial. Companies should customize their adaptation plans based on specific needs and corporate culture. Unfortunately, some companies neglect to provide an onboarding plan, leaving new employees unsupported

Being a recruiter I would focus on following points: Clear orientation materials Comprehensive training programs Assigned mentors Seamless integration with teams Regular feedback mechanisms

The effective onboarding of IT Talent involves a well-defined plan to give preview of their initial weeks and months. Immersing them to company's culture and values, ensuring timely access to necessary tools and resources and detailed training. One of the great ways is to implement a buddy system which will fosters team integration. Regular check-ins and giving feedback mechanism and continuous learning stages which will keep anyone engaged and aligned especially with the evolving technology and sector standards.

One of the more successful routes we have taken to recruiting tech talent has been to partner with fewer talent agencies and then work with them to establish their knowledge and understanding of the business, culture, environment, and vacancies. This way, instead of the agency being driven by the placement fee, they're invested in the talent placement partnership which yields a better financial return for both parties.

For technology hiring/staffing- you have to be careful with your sourcing plan. You have to be extra sensitive towards which channel works for you and what channel May fail you. Always go with a plan A and Plan B - hedge your risks by having multi pronged approach - have a minimum sourcing capacity in house - build up early careers - build relationships with hiring vendors - create and verify a list of staff augmentation company - have an on campus and an off campus hiring approach ready - work on your referral program

In my journey, employee referrals are the heartbeat of sourcing top-notch IT talent. More than a strategy, it's a testament to genuine connections within our organization. The magic lies in trust – a colleague's endorsement is a vote of confidence, fast-tracking hiring and ensuring values alignment. Referrals are budget-friendly, tapping into our existing network. Beyond the numbers, referrals celebrate our collaborative culture, boosting morale. To make this magic happen, active communication is crucial and reward those who help us find it. Employee referrals aren't just a checkbox – they are the heartbeat keeping our team thriving. It's personal, efficient, and adds that touch of magic to our journey in finding the best IT talent.

If you are clear with the talent requirement, you can target the right external channels for sourcing. You can target campuses and Employee referral. Employee referral is a great source of talent sourcing as your employees are your brand ambassadors.

The It recruiting process needs to be different from the other recruiting processes that the company have in place for other profile. Less candidates, mainly oriented to remote working , highest salary expectations and a skills gap made the research extremely difficult. Using all the channels ( job boarder, external database and recruiting specialized companies) represents the best solution to reduce the time to find and on boarding these candidates. Not having the right person at the right time - with all the IT implications- could be an huge cost for the company.

One thing I would add is the importance of alignment. Your choice of sourcing channels should harmonize with your budget, timeline, and the characteristics of your target audience. It's like selecting instruments that complement each other in creating the perfect musical composition. I totally agree with the emphasis on research and comparison. Sourcing channels are like musical genres; each has its own strengths. Researching and comparing options ensures that you create a recruitment melody that resonates with the preferences and behaviors of IT talent. It's about finding the right mix.

In sourcing IT talent, especially for our AI/ML projects within the DOD/IC sector, we utilize a mix of channels, balancing their unique advantages. Notably, we heavily rely on Cleared Careers and Clearance Jobs for sourcing candidates with necessary clearances. Alongside these, we tap into referrals, social media, and events, ensuring we reach a diverse talent pool. Each channel is chosen based on our specific needs, considering budget and timeline constraints. Optimizing our employer brand and showcasing our culture and projects on these platforms is key to attracting ideal candidates who align with our mission and values.

In IT recruitment, selecting the appropriate sourcing channels is paramount for identifying and attracting top-tier talent. It involves a strategic assessment of various platforms, such as online job boards, professional networking sites, and industry-specific forums, to ensure a targeted reach to qualified candidates. Leveraging social media platforms, like LinkedIn, allows recruiters to tap into a vast network of IT professionals. Additionally, staying abreast of emerging technologies and trends can guide recruiters towards niche platforms frequented by specialized talent

It is crucial for hiring managers to consider internal sources that may not be immediately apparent. Hiring from within the organization can often lead to more successful hires, as internal candidates are already familiar with the company's culture and values, especially if the organization has a strong brand and value proposition. To stay on top of the constantly changing hiring landscape, hiring managers should remain flexible and open to new opportunities for finding IT talent. One way to attract talent is by showcasing current employees through testimonials and success stories. When utilizing external sources, companies should analyze data over time to determine which channels have been most successful in the past.

It is important to identify the right channel for your sourcing needs, you can use this pattern: 1- Make sure you are hiring from the right partner. 2- Better to pick a regional recruiting agency when hiring from a specific region to get faster results. 3- Do check the LinkedIn Recommendations of the Founders or company google reviews before outsourcing your roles. 4- Make sure the Recruiting Agency is focused on IT Talent rather than a generic firm, to name some you can go to PakistanRecruitment.com if you are hiring from PK. So you should be very specific about the location and agency expertise.

A streamlined and clearly defined recruitment process is integral to the success of any organization, particularly in the fast-paced realm of IT. Clarity in the recruitment process ensures that all stakeholders, from hiring managers to candidates, are on the same page, minimizing misunderstandings and enhancing communication. A streamlined process, marked by well-defined stages and efficient workflows, not only accelerates time-to-hire but also improves the overall candidate experience.

In my experience, building a consistent hiring process and establishing internal SLA’s will aid in speeding up the process particularly around the review of shortlists and meeting interview deadlines. But a fantastic starting point to streamlining your process is to understand your data; starting with overall time to hire, looking at any unique challenges you and your internal teams face, final stage to offer, offer to contract for example. Each of these hold weight in ensuring candidates have a quick/smooth introduction to their new professional home!

Make sure your hiring process makes sense and make decisions quickly. Most IT professionals have multiple opportunities and will take the most interesting, fastest moving offer. The longer or more tedious the process the higher the risk of losing candidates.

One thing I've found helpful is the 'reverse interview' perspective which encourages candidates to ask questions that provide insights into your company culture, values, and the employee experience. By allowing candidates to actively participate in the decision-making process, you not only streamline hiring but also attract individuals who align well with your company's ethos.

Avant d’embaucher des profils IT, il faut comprendre quel type de profil, pour quel besoin et quel secteur d’activité (client). Chaque client a ses propres exigences donc à faire attention que les valeurs et la culture d’entreprise correspondent aux attentes de tout le monde. Une fois cette stratégie mise en place il faut penser aux processus de recrutement : sourcing, entretien (RH ou ingénieur d’affaires, manager). La réactivité, la simplicité d’un processus d’embauche sont très importantes notamment pour des profils expérimentés. Il faut être clair, simple et transparent. Communiquer, donner de la visibilité et créer une relation de confiance ! Utiliser des outils d’automatisation pour les démarches administratives.

As an IT recruiter with extensive experience in the competitive German IT market, I strongly advocate for streamlining the hiring process as a pivotal strategy to attract and retain top IT talent. By implementing a structured approach that encompasses clear hiring goals, optimized job postings, comprehensive sourcing techniques, streamlined screening procedures, efficient interviewing techniques, thorough background checks, and prompt offer and onboarding processes, organizations can effectively identify, assess, and onboard the best IT professionals to fuel their growth and success.

In IT recruitment, authenticity is paramount. Transparency is the hero, providing candidates a clear roadmap and earning trust. Fairness waves the banner of objective evaluation, bidding farewell to biases, ensuring equal opportunities, and embracing diversity. Feedback acts as the secret sauce, shaping a positive experience and highlighting a commitment to growth. Showing respect to candidates and enhancing the employer brand. Syncing these moves with our organisational groove creates a vibe candidates resonate with. It's more than ticking boxes; it's about sharing values, building trust, and making onboarding a breeze. In conclusion,cultivates a workplace culture where authenticity, transparency, and fairness are guiding principles.

In 2024, without a streamlined hiring process you are guaranteed to be missing out on top talent. My top tips for ensuring a quick process: 1. Ensure process is fully planned out ahead of any interview, this should include 2-3 stages as an absolute maximum. In some cases you may need to reduce this to 1 more in depth interview. 2. Make sure there are agreed goals for when stages will be completed, decisions made etc. These goals should be time-limited and communicated to all parties involved. 3. Once the process has been completed, make sure to book time to review what has gone well, what can be improved - even if the process was successful there are always opportunities for improvement.

Try to get commitment from your candidates where they give you exclusivity which makes your streamline hiring process simple and smooth.

I believe the key is in consistency. Designing a hiring process that is consistent, transparent, and fair is like maintaining a steady rhythm. It ensures that every candidate is evaluated on the same criteria, creating a fair and unbiased recruitment experience. One thing I would add is the importance of efficiency. A streamlined process is like a well-orchestrated piece of music – it moves at the right pace without unnecessary delays. Minimizing bottlenecks and ensuring timely progression through each stage contributes to a positive candidate experience.

Onboarding plans for remote workers should be heavy on rapid employee engagement. And if you're onboarding talent in countries with notice periods of 1 month or more, start preboarding as soon as an offer is accepted. This preboarding should include meetings that will "feel" like an employee meeting. If you can make the candidate feel like an employee offer dropouts will decline as it will feel more like a resignation to the individual than declining an offer they previously accepted.

Your onboarding process should start from the very moment that your offer of employment is accepted by the candidate. All too often we see employers miss out on a huge opportunity to make your future employees feel part of the company, before they even start. We've seen employers send pre-joining packs and conducting regular calls leading up to a start date to make individuals feel welcome and this has been so well received. We always advise that your new employee gets a welcome phone call the week before, discussing what will happen on the first day and going over any first day procedures.

Onboarding plans should start when the position was opened. In order to evaluate potential for success in a role, the hiring manager should know what knowledge, resources, relationships, and equipment are needed for success. This is the basis for an onboarding plan. A successful onboarding program integrates elements of sharing critical knowledge, fostering valuable relationships, and establishing objectives. With an experienced professional, the new hire should be setting their own goals and plans for the first 30-60-90 days with support from their manager.

A strong onboarding process is crucial in IT recruitment for swiftly integrating new hires into the organization. In the dynamic field of information technology, efficient onboarding accelerates the transition to productivity, ensuring a clear understanding of roles, responsibilities, and company values. A well-structured onboarding program reduces the learning curve, fosters a positive initial experience, and contributes to higher retention rates, ultimately enhancing the success of the organization by cultivating a skilled and engaged IT workforce.

Effective onboarding helps them understand the company culture, their roles, and fosters a positive working environment. Once you are done with hiring process, it is assumed that recruiter / TA team might have communicated the basic clarity about the organization & role. In IT sector, we need to tailor the onboarding plan as per role & responsibilities. Put the technical infrastructure in advance for the new employee. It would be advantageous to put a mentor or buddy for 01 month. Conduct orientation session with a meeting with key stake holders. Provide security & safety training - cyber security & firewalls. Conduct feedback twice - 30 days & 90 days. I recommend to conduct stay-in interviews for regular feedback & cultural improvements.

One thing I have found helpful on the onboarding journey is a tight timeline based connect and touchpoint with the employee. I am a believer of the process based approach of 1-3-5-10-30-60 day connect to ensure a seamless onboarding experience.

Tips for Developing a Successful Onboarding Program: 1. Create a comprehensive onboarding strategy that incorporates all of the elements. 2.Regularly communicate with new employees before and after they begin work to ensure that they feel supported. 3.Assign a mentor or buddy to assist new employees in navigating their new position and the organization. 4.Provide continual opportunities for development and training to assist new employees learn the skills they need. 5.Encourage sociability and team-building events to assist new employees establish a connection to their coworkers and the company culture. 6. Solicit input from new hires on their onboarding experience, and utilize it to enhance the process for future hiring.

Il faut eviter au maximum l'effet "Silo". Le nouvel arrivant doit rencontrer des membres des différentes équipes et pas uniquement celle dédiée au projet où il est affecté. Un point avec un membre de la direction pour lui présenter la vision les valeurs (idéalement le fondateur en fonction de la taille de l'entreprise) est un point souvent marquant pour les nouveaux arrivants.

In my experience, once an offer has been accepted, along with the admin that needs to be completed, it is a good idea to make candidates feel part of the organisation by sharing materials about the company, org structure etc. The hiring manager should have a weekly 'check in' as a call/email to ensure they build rapport with the candidate prior to joining, this can be to discuss the expectations of the first day/week/month etc. and outline the onboarding and training plan, this will make the candidate feel welcome and confident, it also minimises the risk of a candidate accepting another/counter offer.

Help your new hire understand the culture and how people interact. Give examples of how team members communicate, reach out to each other, and collaborate across teams. Share how people are rewarded and what behaviors help employees to be successful. Empower them to ask questions and be curious.

Collaboration and Inclusion should start during the hiring process. Trying to this after the fact is very difficult. Have people sit with the team, not just meet with them before they accept the opportunity. This allows a person to sit down and experience the day to day and the people they will be working with to make a well rounded decision. This I have found increases employee moral and retention. The new hires nerves on their first day decrease dramatically with just a small taste of what they are walking into. This works very well with larger enterprise companies, and smaller organizations to give people a good feeling about their choice of accepting or declining an offer. If accepted their first day jitters are far less drastic.

É importante garantir que seu novo contratado mais do que fazer parte da dinâmica da organização sinta - se parte importante da organização e compreenda a importância pensar como sendo uma parte de um ecossistema e que a interpendência garante, claramente o sucesso da organização/projecto.

It is important to start influencing IT talents to understand / aware of company culture before they are even on-boarded. Considering the following components when structuring the on-boarding session. Firstly, ensure they could be exposed to the company profile, vision and values before they join organization. Secondly, leveraging their line managers to engage talents eg: make welcome call, introduce to team members etc. Thirdly, design a fantastic first impression session in Day 1 when they join the company to make sure they have the best experiences. Special moments can be designed & implemented: like welcome pack linked to branded goods, assigning a buddy who could help talents to integrate better, etc.

Fostering a culture of inclusion and collaboration is essential for creating a positive and productive work environment. which starts from your Leadership Commitment, Diversity Training, Inclusive Benefits, Recognition and Appreciation.

Customized Onboarding Plans: Tailor onboarding to the individual's skills and role. Clear Communication: Share expectations and essential information pre-boarding. Technical Training: Provide hands-on technical training sessions. Mentorship: Implement mentorship programs for knowledge transfer. Documentation: Ensure comprehensive documentation of IT processes. Feedback Mechanism: Establish regular feedback loops for improvement. Cultural Integration: Integrate new hires into team activities for cultural immersion. Performance Metrics: Clearly define performance metrics and expectations. Compliance Training: Ensure compliance training, especially in data security. HR Support: Offer dedicated HR support for administrative queries.

We say "Everyone's Welcome" - but how do you drive this culture? It can only be done by each individual from the inside out. It is important to set an example at the top so that employees take this maxim seriously. #rolemodels All dimensions should be played out continuously throughout the company via listening sessions. Definitely not a sprint, but rather a marathon - but one that is worth running for!

There are so many incredible ways you can foster a culture of inclusion and collaboration for external team members. Providing open communication channels so that they have access to all team members is key! This would allow them to ask questions, share ideas, and feel like they are part of the team. Hosting monthly or quarterly team meetings to have the team connected and a quarterly happy hour for team members to have a virtual "water cooler moment" would also boost holistic team bonding. Moreover, make sure to reward their contributions, with kudos on communication channels. Shouting out their successes can help create a positive environment and encourage them to continue working collaboratively with the team.

Make your new hire feel wanted on the team. Appreciate their uniqueness and efforts, and encourage other team members to do the same. Create an atmosphere of fellowship and togetherness and get them involved in the team's activities so they don't feel sidelined. In your team meetings emphasize on team spirit and how everyone on the team is important for the overall success of the team.

A mi me ha resultado poner énfasis en compartir la cultura de la compañía, los valores y políticas, si conoces las reglas del juego claramente puedes entender dónde estás parado y desde ahí abrir tu mente a nuevas opiniones e ideas, no hay mejor forma de dar la bienvenida a un nuevo miembro del equipo, que hacerle saber que puede aportar sus ideas y opiniones libremente, de forma segura.

Emphasizing the importance of onboarding is crucial, especially for those in Talent Acquisition. The responsibility extends beyond the offer letter; careful consideration is needed throughout the entire recruitment, planning, and interview process. The onboarding experience sets expectations for the long-term future with the company. By prioritizing onboarding, providing a positive joining experience, and implementing regular follow-ups throughout an employee's tenure, Talent Acquisition significantly improves employee longevity and overall satisfaction.

One thing I've found helpful is to know the feedback, in my experience onboarding survey will be perfect for that purpose. This will give you heads up about all the process and that will also will be very important

Regularly assess the effectiveness of your onboarding program by gathering feedback from new hires. Use this information to make continuous improvements, addressing any challenges or gaps in the onboarding process to enhance overall satisfaction and retention.

There will always be room for improvement on every process especially as time passes, and you'll have to embrace the growth mindset to accommodate suggestions for these improvements. Create avenues for your new hires and team members to give feedback on your onboarding processes without fear of consequences. Ask for reviews and suggestions, or create questionnaires and as much as possible, implement the suggestions that satisfy the aim of your onboarding process. Reward suggestions if possible, or at least, acknowledge and appreciate them for their contributions.

Além das excelentes dicas ditas acima, a criação de team building entre os profissionais, desenho e alinhamento dos propósitos daquele projeto, dailies e ritos feitos com comprometimento, espaços de construções coletivas de ideias e correções de rota... Etc

Faire un point au bout de 1 semaine 1 mois 2 mois ... jusqu'à la validation de la période d'essai afin de s'assurer que tout se deroule bien. A partir du 1 mois, venir avec aussi des feedback de l'équipe.

This is every new employee's first real interaction with you company. Your onboarding process should be as simple and streamlined as possible, while checking all of the compliance boxes and providing all of the required information to the new hire. This changes industry to industry. At an operational level, you should ask all new hires for their thoughts and a rating at the end and review your process on an annual basis. Review the process overall and ask why we do things this way. There should be a reason for every step and that reason cannot be because we have always done it this way.

Efficient onboarding accelerates the time it takes for new hires to become productive contributors. A robust onboarding process contributes significantly to employee satisfaction and, consequently, retention.The IT landscape is characterized by rapid technological advancements and paradigm shifts. An onboarding process that evolves alongside these changes is crucial for keeping employees updated and adaptable.

Pour améliorer le processus d’intégration il n’y a rien de plus efficace que de mettre en place des rapports d’étonnement à chaud et à froid,de prendre en compte les retours et appliquer de nouvelles méthodes d’amélioration. Échanger avec la nouvelle recrue après 10 jours d’intégration,poser des questions ouvertes quant au processus de recrutement, d’intégration, de suivi,d’accompagnement. Nos nouveaux collaborateurs sont des acteurs clés, donc il faut les intégrer pour améliorer certains points.Refaire le même exercice trois mois passés au sein de la société afin de recueillir de nouvelles informations avec plus de recul. Écouter nos collaborateurs, donner de l’importance à leurs retours/avis et surtout les tester et appliquer.

Reasons why NOT to accept a counter offer ❌ So, you've decided it's time to start looking for another job. There are many reasons for this - Lack of career advancement opportunities? Unsatisfactory pay? Poor work-life balance/poor working environment? Lack of job satisfaction? I can go on.. Here are some of the main reasons why you should not accept a counter offer after you have started looking for a new role. (A detailed article is listed on my profile for more insight) ✨ This can (and will) impact your future opportunities within the company ✨ Reduced negotiating power.. ✨ This is just a temp solution! ✨ Your growth opportunities are now limited ✨Those initial underlying issues Accepting may be a massively missed opportunity for you.

Effective onboarding for IT talent involves clear orientation sessions, access to relevant tools and systems, mentorship programs, and documentation of processes. Encourage open communication, provide comprehensive training, and foster a supportive culture. Regular check-ins and feedback loops ensure a smooth integration, optimizing the new hire's productivity and satisfaction.

Poor onboarding is a bad start for a new employee, its a simple fact. So have a solid plan for this process but also ensure everyone is aware of it within the department. However make sure early in the process i.e part of the offer to a candidate what the process will look like for them should be included. It makes it personnel and ensures they do not feel like just another number.

The first days of the onboarding are crucial. Studies shows that lack of proper onboarding and the lack of interest from the closest manager are the most common reasons talent leave your company within the first 6 months. Therefore as a manager you should make sure that the talent has a well thought through set of meetings for the first couple of months to talk about the process and measure the progress of being included in the team and finding their own set of deliverables. I would also recommend to point out a tech buddy within the organization. A seasoned colleague who can assure that the new talent has a go to person for the day to day life inside your organisation. Culture is key!

The best way to onboard IT talent from external sources is to have a well-defined onboarding process in place. The process should include clear communication about job expectations, responsibilities, what this new hire should look to accomplish by the end of year one, providing necessary training and resources, assigning a mentor or buddy for support, and offering opportunities for networking and integration into the team. It is important to foster a positive and inclusive company culture to make new IT talent feel welcomed and valued.

A lot of companies still do not prioritise the value of research and talent intelligence. Make sure you know the market before you hire. Is the job description updated? Is the compensation and benefits package we are offering competitive enough? What are the key selling points of the organization and the role? Where can I get these kinds of talents?

Having meaningful conversations once a week increases engagement and job satisfaction for all involved. Learn how to foster them. Fifteen minutes are enough, check what Gallup has to say about this.

7. Anticípate a la formalización de la vacante. Como reclutador debes conocer cómo se comportan los perfiles de TI con respecto a las necesidades del negocio, esto significa conocer las expectativas de incorporación que tendrán los clientes internos para los próximos meses y, actuar en consecuencia. El reclutador más hábil es aquel que ya inició la búsqueda y selección antes que le hayan formalizado la solicitud del candidato. Para ello, es vital construir una base de datos de candidatos elegibles que conozcan detalles relevantes de la empresa y que estén pre seleccionados de acuerdo a la compatibilidad técnica y de valores que tenga con la empresa.

On my last session. I found a real talent. I asked him : do you think, regarding all your sessions with my concurrents, that you would come working for us ? He thought about it and answered YES, because you understand me and it is the first time that you explain me precisely what i do.... It is not about money or process. It is about humanity. The more you feel close to your talents. The more they will work with you.