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How do you get developers interested in working at a startup and not run away to big companies?
Hi all, I don't know if you share my pain, but I have a feeling developers are easy enough to poach. I try to motivate the guys, I want to build the company, but many come in, learn from our seniors and leave for other companies. Who has a recipe on how to retain specialists?
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Gurjeet Matharu
Ownership! Many startups think of developers as people to squeeze as much work out of as possible, cause they know they're going to bail. That just creates a self fulfilling prophecy, if you treat people like they're going to bolt, guess what they're going to bolt.
Get them involved, get them to take ownership, and be transparent on pay and keep employees informed.
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I had similar problem. The fundamental solution is keep business growing, so you can grow revenue or raising more fund to better pay your team members. If not, layout a good strategy and good vision, and clearly communicate to your team that the wait (and hard work) will be worth.
It is a very hard piece of start-up. Sometimes you have to be very transparent that even share with team your pain, your struggling. Sometime you have to be very strong and visionary to lead the tam.
And finally those who believe you work with you till the end.
@seansong I also agree with you, we try to be as transparent as possible, share with the guys, even agree on a budget, discuss future development strategy, etc.
Incentivise them by giving them ownership and leadership over the projects they are involved with. ESOP also helps.
@aleksdahlberg It's a good idea, but until we raise the round, I try to motivate more.
I think the best recipe is to keep them motivated and for the project to be a great challenge for them. That they can have personal and professional growth in their business.
@yenire_leal That's what I try my best to do, I have all the programmers if they reach a round with us, they get bonuses from the pros... But sometimes it doesn't work...
I have my own opinion on this and it has fairly worked for me, always praising and giving credit for their work and also not to put unnecessary pressure or burden on the employees for the output, if you cannot provide the high perks as of big companies try to get their confidence in other aspects make them feel they make a difference to your company and have their say in the decisions for the product, ask for their valuable inputs and if possible try not to be bossy always.
@bhav_singh Я хочу сказать, что я с вами абсолютно согласна, только доверие и похвала дают результат, ведь ни один нормальный сотрудник не хочет совершить ошибку, он старается сделать свою работу хорошо и качественно, и обязательно нужно уважать его труд ..
Instead of convincing people by making them believe in your idea, find out what they truly care about and if your ideas connect with their personal and professional goals. If there is no alignment or shared objective, I will not prefer them, at least at the initial stage. As you already know, it's a lot of hard work, making it difficult for early employees to remain motivated and continue working on a project for which they do not know whether it will succeed or fail.
@qudsia_ali Thank you very much, I think I know what you mean. I try to take only guys who are familiar with our project, understand our idea, and know what a startup is, which is very important to me... But I can't always tell if we have common goals...
Realistically you will have to give them share options if you want the best ones to stay.
The other option is to hire an agency like borneagency.com to do the development until you are large enough and have done enough funding rounds to attract and keep the top talent.
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