Interview for staff augmentation

 Another recommendation - be sure to give a feedback after the interview. This will supplement your requirements, and with subsequent candidates more likely everything will turn out, as the contractor will know that it is especially important for you.

It is unlikely that a normal vendor will try to slip a jun instead of Midl or Signora and risk ruining relationships, and also spend strength on such a microenjection. Plus, this is no different from the situation when a person comes from the market and says that he is a Signor. The risk that such an unskilled employee will slip through is inconsistent from the option from the market, and in the interview it will also be clearly seen, including the attempts of the vendor in advance to tighten the knowledge of the specialist under the profile of the request.

Client's view for staff augmentation

Life hack in this area: an account that works from the contractor is physically in the client’s office, goes to sprint planning, grooming, retrospectives, etc. This person understands what the product lives, what kind of culture is, what kind of people work there. Due to such a deep immersion, it is quite easy to select new participants to the team or make replacements - because he understands well what the project needs.

In our practice, there were several cases when we insisted to take a developer, rejected after the interview, for a test period for 1-2 weeks. If he had not passed the trial period, the customer would pay 50% of the cost - we took half of the risks on ourselves. But this has never happened - the developers always justified confidence and remained on the project.

Why outstaff is more pleasant for a client than outsourcing or in-house?

Okay, we figured out why outstaff brings profit to our business. Let's now see why the client is interested in him no less?

What does the client want from their contractor or in-house team? The answer is known: to get more (results, quality, shipped tasks, launched projects) and spend less (time, money, own resources).

How will outstaff help him?

Strengthen your team quickly

Less time - more results!

So far, there has not been a better way to scale as quickly and efficiently as possible. The client chooses a ready-made specialist or a whole team that is immediately ready to join his project. And disconnect at the moment when the project is completed.

Another case from our life. The company tried to close the position for two months, while the tasks did not budge, and the technical debt on the project grew. They did not believe in outstaffing, and we spent a long time knocking around the door to make a deal. As a result, the client agreed to try and gave us a test two weeks. The cooperation has dragged on and lasted for 7 months.

Our example showed the client that in principle it is possible to work according to such a model, and he attracted another contractor. True, they did not last long - but that's a completely different story.

Save money

Same result, save money

A complex project is difficult to evaluate from scratch on a fixed basis. The budget will be directly proportional to the number of black boxes on the project - the more there are, the more the contractor reloads, trying to cover all possible risks. As a result, even a detailed estimate will have about the same relation to the time actually spent on the project as your passport photo to a selfie on Instagram. And more often than not, neither the client nor the contractor likes it.

Outstaff allows you not to burn the budget for the project, but to spend it rationally. Moreover, the client can manage the available resources as flexibly as possible, and not waste energy on disputes with the contractor in the spirit of “this was not in the terms of reference that we signed six months ago, and we will not do this.”

Profits from IT oustaffing

 Projected load and revenue

On outstaff, projects are most often large and long, and the tasks are serious. For us, this means a clear production load plan and a fairly accurate revenue forecast. And not only in the context of the project, but also for each employee.

Saving resources. Getting rid of chaos and entropy

When project management stays on the side of the customer, that part of the body burns with him, and not with us. The developer does not need to jump from project to project several times a day, because somewhere “urgently everything broke down and needs to be fixed” - he calmly and immersedly works on one thread, does not spend a drop of resource on switching. The main task of management on our part is the overall supervision of the project and maintaining a good atmosphere in the team.

Gaining experience in various fields

Let's be honest: getting into cool projects with top clients is much easier through an outstaff than as a contractor. Our developers have the opportunity to work in companies of any level and gain invaluable experience. It's cool when you can peep into technologies, processes, techniques (both good and bad) and eventually upgrade your employees.