Priscila

We partner with you to ensure you’re hiring the right talent, and then we do it for you. We assess everything, from cultural fit, experience and background to code challenges. You will only interview them to hire them. But where should you be hiring? The software development market is global. So, to find the best people, you can’t stay confined to a specific place, whether it’s a city or a country:you need to look for talent around the world. Why companies are afraid to hire remote workers? Because they don’t know: <ul><li>which countries to hire from</li><li>if the universities are good</li><li>if the companies where candidates work are good</li></ul> Because of the time it can take to go through: <ul><li>the interview process</li><li>the onboarding process</li></ul> The solution: get expert help Here’s how Pitcheers helps you hire international talent <ul><li>We identify the right person for the role.</li><li>We tell them what it’s like to work for Australian and New Zealand companies remotely.</li></ul> The latter is very important because it’s not just about offering the candidate a good job opportunity:it’s about making sure that they can adapt to work for Australian and New Zealand, companies’ culture. What we do is: <ul><li>build a relationship with the candidate</li><li>make sure the company offers what they are looking for</li><li>tell them what the company’s work culture is and what differences they are going to encounter.</li><li>assess if they will be able to adapt.</li><li>make them part of our community</li></ul> Hiring international candidates can accelerate the process of bringing the right team member to your team. Pitcheers can make the process of hiring international talent short and simple. At&nbsp;<a href="https://pitcheers.com/" rel="noopener noreferrer" target="_blank" style="background-color: transparent;">Pitcheers</a>, we have already helped many of our clients hire remote candidates, who have now worked for the ANZ work market.We can help you find and hire international talent quickly and easily. Contact us. We are here to help! We partner with you before you start the hiring process, and by understanding your needs at a business level we can help you to decide:if, what, and how to hire. And because we now know exactly what you need and why, we can take over all the burden of the hiring process from you,from job description to the one-to-last interview. You will only see the selected candidates that are worth your time. Thanks to our committed approach, our existing customers are enjoying a 93.7% success rate in their hiring process <ul><li>First, plan with us</li><li>Then, veto final candidates</li><li>That’s it</li></ul> We make your job easier YOU help us to understand your needs <ul><li>We write job description</li><li>We write ads</li><li>We review applications</li><li>We proactively search for candidates on different platforms.</li><li>We read CVs and LinkedIn profiles.</li><li>We select candidates to call</li><li>We schedule interviews</li><li>We conduct interviews</li><li>We analyze information from interviews</li><li>We reject unsuitable candidates</li><li>We take code challenges</li><li>We analyze results from code challenges</li><li>We schedule second round of interviews</li><li>We interview suitable candidates</li><li>YOU Hire</li></ul> How do we help you hire? We start by understanding your situation and we share with you what the market situation is and analyze it with you before we start. We write the job descriptions and ads for you and post them on our niche job portal. We talk to candidates in our community who we know have the skills you’re looking for and who are looking for an opportunity likethe one you’re offering. We only present you with candidates who meet all your requirements and who are interested in working for your company. We already have a relationship with your potential candidates. When you ask us to fill a position, we don’t start from scratch:we already know from the people in our community of IT professionals who could be your ideal candidates. Contact Pri Mills, our General Manager for ANZ, to discuss your needs and explore how Pitcheers can assist you in findingand hiring international talent quickly and easily in Australia and New Zealand.

Ensure you are hiring the right people without wasting time writing ads, searching for candidates, reading dozens of CVs to decide who to interview, or coordinating interviews.

Hire international remote teams quickly and easily in Australia and New Zealand

Santi

How to build an effective and stable work team? How to attract talent? How to prevent talent from leaving the company? These are questions that burden companies that are trying, sometimes unsuccessfully, to form work teams.&nbsp;But what exactly makes it hard for companies to build teams?<ul><li class="ql-align-justify">Not finding talent</li><li class="ql-align-justify">Talent leaving the company because what they are offered does not suit them and does not fit their objectives&nbsp;</li></ul>Companies have to adapt in order to attract and retain talent.&nbsp; 1. What kind of players are you looking for?&nbsp; What do you have to offer to attract them?Can you imagine Messi playing for the Blackburn Rovers? Technically, he could, but it’s a little hard to imagine. What do the Blackburn Rovers have to offer him? The possibility of winning the Copa America, the Euro Cup, a World Cup? None of these. So why would Messi play for them? It wouldn't allow him to exploit his potential; it wouldn't make any sense.&nbsp; Because he has such a tremendous amount of knowledge and experience, one would expect to see Messi in a team that allows him to do something unique in the world.&nbsp;Now, for a rookie who has never played in the Premier League, being part of the Blackburn Rovers would be the opportunity of a lifetime. He may not be the best player in the world, but he is going to do his very best to improve his skills, become a better player and help the team become champions. Why? Because he was given the opportunity to start, and that’s a lot.&nbsp;Think about your company. What does it have to offer? Unique experiences in the world, impossible to find anywhere else, or opportunities to start?&nbsp; 2.The survival of the fittestDarwin said it: the one who survives is the one who is most adaptable to change. To survive, companies have to adapt to today's reality. And to adapt, they have to change, and change is always hard. The traditional way of building a team was to hire people to work permanently, full time, in the office. But here’s the news: the world has evolved, and this&nbsp; “traditional way” of building teams is becoming more and more obsolete. Today, the company can achieve its objectives without the need for all its employees to work permanently and full time in the office.To be able to survive, the company must adapt to the new way of building teams.&nbsp;Talent exists. There are plenty of talented people. The challenge lies in adapting and being creative in order to attract it. &nbsp;&nbsp; 3.The old paradigmHistorically, jobs were permanent, full-time, and with fixed hours. Employees worked from Monday to Friday, from 9 to 6, in the same company their entire lives until retirement.&nbsp;The structure of the company was designed around this model: several benefits were given as the employee reached a certain number of years of seniority. In Argentina, for example, the number of vacation days that employees are entitled to is proportional to the number of years they have been with the company.&nbsp;Today, this model is becoming obsolete. People do not want to be "married" to the same company for the rest of their lives, nor do they want to have to go to work at the office every day full time, or have to work on exactly the same thing all the time. This obsolete model does not attract talent. 4.The problem: not offering what talent is looking forPeople have evolved faster than companies.&nbsp;Workers no longer want the outdated model, which is what companies generally offer them. Companies are then faced with a problem: they cannot get candidates to form teams, because they simply cannot attract them with what they offer.&nbsp; It is no longer viable to want to form a team where everyone works permanently, full time, with fixed hours and in the office.&nbsp;That's not the way to attract talent today.&nbsp; 5.The solution: hybrid, remote, global teamsHybrid teams&nbsp;There are different hiring modalities. Not all employees have to be permanent and full time. Perhaps the company doesn't need it, nor do the candidates want it. There are other options:<ul><li class="ql-align-justify">Full time, contractor</li><li class="ql-align-justify">Part time, permanent</li><li class="ql-align-justify">Part time, contractor</li></ul>The hiring modality that can be chosen depends on the nature of the role, the company’s needs, and what the candidate is looking for.&nbsp;The company has to get a very good understanding of what roles it needs and how much time is needed for that role.&nbsp;Let's look at some examples: A strategic, expert, senior person, who is in charge of elaborating a strategy, a solution and defining guidelines for another professional to develop, can work as a contractor for a few hours per week.A software architect who is in charge of providing the architecture and design can work as a full-time contractor for a few months, until the project is completed. People with enough expertise to be part of the company, but not enough to work full time, can be permanent, part-time employees.&nbsp;Who can work full time on a permanent basis, then? People who are still developing, for example, junior and intermediate roles, as well as those who LEAD the vision and mission of the company and the team members.&nbsp;There is something else to take into account: there exists the possibility of having employees with business and technical expertise working full time but in another location. Depending on the role, they may be located in different cities and even countries. Just as there are different types of tasks and needs, there are different hiring modalities. To stay with just one is to fall behind.&nbsp;Flexible Time. Not all jobs have to be on a fixed schedule, from 9 to 6.Instead of imposing a fixed schedule, offer a range of hours in which people can do their tasks. For example, a person who works 8 hours may be able to work between 8 a.m. and 8 p.m. and do some hours in the morning, some in the afternoon, and some in the evening. Flexible hours make a job attractive.Remote teams While some roles can be in the office, not all of them have to be.The more technical, mechanical roles, which are not related to decision making and strategy, can be remote and can be performed from home without the need to go to the office. Perhaps the person needs to go to the office only for a meeting, for creative purposes or when it is easier or necessary to talk to others in person.&nbsp;&nbsp;Why force the person to go to the office when it is not really necessary?Global teams Not all team members have to be in the same country. There are roles that, because of their nature, can be performed from anywhere in the world. This brings other advantages, such as the currency difference, which can allow the company to hire talent with a smaller budget (it's a win-win), and the time difference, which, depending on the time zone, can mean that there is always someone working, or on call.&nbsp; At Pitcheers, for example, we have connectors around the world. The connectors overseas are in charge of generating conversations with new candidates and, once these are in the interview process with the client, they are passed on to the connectors in New Zealand.&nbsp;Talent is all over the world, not just in one place.&nbsp;Adapt or be left behind Intelligence is the ability to adapt to change, said Hawkings. The paradigm has changed, and it is no longer news that companies have global competition. This refers not only to the products and services they offer, but also to the talent they attract and retain. To remain competitive, you as a company have to adapt to change and seek global talent. Otherwise, the disadvantage against your competition is going to be enormous.&nbsp;&nbsp;It is much easier to achieve the company's objectives with well-built teams, with people who are willing to work and give their best so that the company can do well. And this, most of the time, is achieved with hybrid, remote, global teams.&nbsp;So, to answer the questions at the beginning: How do I attract candidates?&nbsp; To answer this question, let’s flip it: what is talent looking for? To attract them, you have to understand what they want, and offer it. Not everyone is looking to work full time in the office.How do I build an effective and stable work team?&nbsp;By finding people who are eager to work in the company, willing to give their best so that the company achieves its objectives.&nbsp;Sounds too good to be true. Do such people exist?&nbsp;Of course they do.How do you find them? By offering them something unique in the world.&nbsp;This can be the opportunity to improve their lives.&nbsp;There is a lot of talent around the world that aims to work for companies abroad or relocate. Being able to do so would imply a huge change of life, not only for the workers, but also for their families. As a company, you can give talented candidates the opportunity to change their lives for the better, and they are going to give their best to help the company achieve its goals.&nbsp;For Messi, the unique experience is the World Cup. What unique experience can your company offer the candidate you are interested in?How do I prevent employees from leaving the company? It's one thing to find talent, and another to retain it. To find committed people, you have to open the door, give them the opportunity to start. This will have a huge impact on their lives. These people will be committed and will do their best and beyond to improve and help the company achieve its goals.&nbsp;In short, to create successful teams, you have to change the way you look for and retain talent. You must look outward, pay attention to international talent, dare to forget borders and conquer global talent.&nbsp;Where to start? At <a href="https://pitcheers.com/" rel="noopener noreferrer" target="_blank" style="background-color: transparent; color: rgb(17, 85, 204);">Pitcheers</a> we have already started with you. We have a talented global community eager to work. Talk to us. We'll help you find the talent you're looking for.&nbsp;

What kind of players are you looking for?  What do you have to offer to attract them? The survival of the fittest. The old paradigm. The problem: not offering what talent is looking for. The solution: hybrid, remote, global teams. Adapt or be left behind

A New Way of Building Teams

Intermediates and seniors shouldn’t be doing what juniors can doYou don’t need seniors to write code.There are more valuable things they should be doing with their expertise and experience.&nbsp;There are so many libraries, so much well-documented information that sometimes even having an intermediate developer writing code is a waste. Juniors can do this.&nbsp;When do you need a senior, then?&nbsp;When there is more complexity, more architectural concerns. When you need to lay the rails, to build the foundation.&nbsp;You also want seniors to:<ul><li class="ql-align-justify">act as mentors for the intermediates and juniors&nbsp;</li><li class="ql-align-justify">oversee their code</li><li class="ql-align-justify">help when there is disagreement about what approach to take. Seniors have the knowledge to weigh </li></ul>in on those conversations to help everybody move in the same direction A team needs people with different level of abilitiesThe reality nowadays is that in teams you will have people who:<ul><li class="ql-align-justify">are learning</li><li class="ql-align-justify">are executing</li><li class="ql-align-justify">are finding problems</li><li class="ql-align-justify">are finding the solution to those problems</li></ul>Not everybody has to be an expert.Companies need to know how to form hybrid teams made up by juniors, intermediates, seniors, and leaders.&nbsp;In different organizations there are always people with more experience who are in charge of the ideas, and people with less, who are in charge of materializing the ideas, for example:<ul><li class="ql-align-justify">In a kitchen there is a chef who designs the menu and tells how to prepare each dish, and there are cooks who prepare them.&nbsp;</li><li class="ql-align-justify">In a construction site there are architects who draw the plans, engineers who direct the work, and builders who build.</li><li class="ql-align-justify">In the software development area, there is an architect, seniors, intermediates and juniors. The seniors find the problems </li></ul>and come up with solutions, the intermediates implement the solutions without too much guidance, and the juniors are given the problem, the solution, and exact directions on how to implement a small part of the solution.But many companies are afraid: “But what if I hire a junior, train them, and then they leave?”That may happen.&nbsp;But you have no other option, those are the rules of the game.Think of McDonalds. They have a lot of "juniors" who are in charge of customer service and food preparation. Most of them are teenagers and young adults with little or no experience. McDonalds trains them, they start working, and the business, as we already know, works very well. If one or more juniors leave, the company does not suffer too much: others come in. Since they have well-established and proven processes, this replacement does not disrupt the business.&nbsp;So, yes, employees can leave. That is why nowadays you need to have a clear idea of what you can offer people ﻿so that they choose you every day and decide to stay with you in your company.&nbsp; Juniors contribute to developing the leadership of senior developers in the makingAt school, the teacher explains math problems to their students, such as equations and algorithms, for example. This person who teaches, not only has to know how to solve the math problem, but also has to know how to explain it at a certain level so that the students understand it and can do it satisfactorily.&nbsp;And that is exactly the role of the leader.&nbsp;The leader is not someone who tells people exactly how to do something and who has to be there with them to make them do it.&nbsp;The leader has to explain how something has to be done so that people can do it without any help.In the case of developers it's the same thing. Seniors, if they are going to want to be&nbsp;leaders, even if they don't have formal responsibility, have to start gaining skills to show that they can be leaders. Nobody is going to promote you to a leadership role when you don't have any skills for it.&nbsp;Leaders in the making have to be formed beforehand and it is precisely the juniors who make this possible. Just as the teacher must know how to not only solve the problem but also explain it in such a way that the students can do it by themselves, senior developers must not only know how to solve the problems, but they must also know how to explain them so that the juniors can implement specific solutions to specific problems in a very concrete part of a software application.&nbsp;It is with the juniors that the seniors have the opportunity to develop that ability to explain something, to make them understand what the problem is, what&nbsp;the solution is and what the correct implementation is, from a position of influence and not of authority.&nbsp;Although they are seniors, they do not have the authority to be the formal leaders, but they do have the ability to communicate well, to influence positively, ﻿and to teach so that juniors can take that knowledge.Without juniors, seniors miss out on developing their leadership skills.&nbsp;&nbsp; A common misconceptionMany employers don’t want to hire juniors because they see their lack of experience as a burden. For a recent graduate for whom this is going to be their first job, there is a lot to be learned about how to be a developer, how to be a member of a work team. This is true; they need maintenance.But seniors are not maintenance free; you still have to do work on senior developers.Everybody requires onboarding, training, and mentorship. Even senior developers want to grow, learn new things, develop their leadership capabilities, maybe some want to get really deep into tech, platform architecture, enterprise architecture and step back from technology. It’s not that accurate to say that junior devs need more mentorship, support or guidance. They just need a different kind.&nbsp;To know someone’s true potential, you need to give them a chance.

Intermediates and seniors shouldn’t be doing what juniors can do

Why You Have to Hire Junior Developers

We partner with you to ensure you’re hiring the right talent, and then we do it for you.We assess everything, from cultural fit, experience and background to code challenges. You will only interview them to hire them. But where should you be hiring?The software development market is global. So, to find the best people, you can’t stay confined to a specific place, whether it’s a city or a country: you need to look for talent around the world. Why companies are afraid to hire remote workers?Because they don’t know:<ul><li>which countries to hire from</li><li>if the universities are good</li><li>if the companies where candidates work are good</li></ul>Because of the time it can take to go through:<ul><li>the interview process</li><li>the onboarding process</li></ul>The solution: get expert helpHere’s how Pitcheers helps you hire international talent<ul><li>We identify the right person for the role.</li><li>We tell them what it’s like to work for Australian and New Zealand companies remotely.</li></ul>The latter is very important because it’s not just about offering the candidate a good job opportunity: it’s about making sure that they can adapt to work for Australian and New Zealand, companies’ culture.What we do is:<ul><li>build a relationship with the candidate</li><li>make sure the company offers what they are looking for</li><li>tell them what the company’s work culture is and what differences they are going to encounter.</li><li>assess if they will be able to adapt.</li><li>make them part of our community</li></ul> Hiring international candidates can accelerate the process of bringing the right team member to your team. Pitcheers can make the process of hiring international talent short and simple.At&nbsp;<a href="https://pitcheers.com/" rel="noopener noreferrer" target="_blank" style="background-color: transparent;">Pitcheers</a>, we have already helped many of our clients hire remote candidates, who have now worked for the ANZ work market.We can help you find and hire international talent quickly and easily. Contact us. We are here to help!We partner with you before you start the hiring process, and by understanding your needs at a business level we can help you to decide: if, what, and how to hire.And because we now know exactly what you need and why, we can take over all the burden of the hiring process from you, from job description to the one-to-last interview. You will only see the selected candidates that are worth your time.Thanks to our committed approach, our existing customers are enjoying a 93.7% success rate in their hiring process<ul><li>First, plan with us</li><li>Then, veto final candidates</li><li>That’s it</li></ul>We make your job easierYOU help us to understand your needs<ul><li>We write job description</li><li>We write ads</li><li>We review applications</li><li>We proactively search for candidates on different platforms.</li><li>We read CVs and LinkedIn profiles.</li><li>We select candidates to call</li><li>We schedule interviews</li><li>We conduct interviews</li><li>We analyze information from interviews</li><li>We reject unsuitable candidates</li><li>We take code challenges</li><li>We analyze results from code challenges</li><li>We schedule second round of interviews</li><li>We interview suitable candidates</li><li>YOU Hire</li></ul>How do we help you hire?We start by understanding your situation and we share with you what the market situation is and analyze it with you before we start.We write the job descriptions and ads for you and post them on our niche job portal.We talk to candidates in our community who we know have the skills you’re looking for and who are looking for an opportunity likethe one you’re offering.We only present you with candidates who meet all your requirements and who are interested in working for your company.We already have a relationship with your potential candidates. When you ask us to fill a position, we don’t start from scratch:we already know from the people in our community of IT professionals who could be your ideal candidates. Contact Pri Mills (priscila@pitcheers.com), our General Manager for ANZ, to discuss your needs and explore how Pitcheers can assist you in findingand hiring international talent quickly and easily in Australia and New Zealand.

First, I think it is important to define what an employer brand is.What is an employer brand?Employer brand is how people perceive what being an employee and working in a certain company is like. Here it is very important to take into account two audiences:●&nbsp;The external audience: people who are not employees of the company, but who interact with it in some way, either because they buy a product, consume a service, or because they came across the company when they were looking for a job on websites such as Glassdoor, or saw it in surveys such as Great Place to Work, or because they heard about it.&nbsp;●&nbsp;The internal audience: people who are already employed within the company and who truly know what it's really like to work there.&nbsp;There is fruit on Tuesdays and Thursdays, we play ping pong, we run the marathon as a company, we have a soccer (or netball) tournament.It's things like those that a lot of companies focus on when it comes to communicating what it's like to work for them.But all those group activities or participating in a survey such as a Great Place to Work are things that are external to the company's day-to-day operations, that are offered for people to use. These are the tools that are used to say what you want to be, but they don't necessarily represent what you are.&nbsp; The importance of company cultureCulture defines the employer brand.&nbsp;The problem is that, when describing culture, many companies name things like the soccer game, the marathon they ran together as employees,the hackathon that was held, the breakfasts they had together, and the Great Place to Work certification.&nbsp;But again: these are external things, and don't necessarily speak about what the culture is really like. What is culture, then?All the things that happen within an organization:●&nbsp;how decisions are made within the company●&nbsp;how much room there is for one to participate&nbsp;●&nbsp;whether employees' health is really taken into consideration●&nbsp;whether they are allowed to take their vacations when they want to and not when it is convenient for the company●&nbsp;whether the company really listens to its employees because they want to listen to them to see how they are going to do something or whether they are just doing it to manipulate a decision and try to get them to go a certain way●&nbsp;what is allowed within the organization:&nbsp;<ul><li class="ql-indent-1 ql-align-justify">being late or not&nbsp;</li><li class="ql-indent-1 ql-align-justify">yelling at people</li><li class="ql-indent-1 ql-align-justify">making decisions</li><li class="ql-indent-1 ql-align-justify">growing within the organization, looking for initiatives so that people can grow within the company</li></ul>Regarding the last point, there is often a contradiction: on the one hand, it is said that there are many opportunities, but on the other hand, there is a fixed structure that does not allow growth within the company.&nbsp;&nbsp;All of this has to do with culture. Basically, the employer brand.You can't say that you have a good employer brand and do marketing on that, because the message would be empty. It is not the company that decides whether the employer brand is good or not, it is the employees.&nbsp; They are the ones who can say in this company they let me take my vacation when it is good for me, obviously organizing it so that we can all do what we have to do. I am allowed to make decisions, ﻿I have room to try new things, to make mistakes (taking responsibility, of course) and to keep suggesting things.&nbsp; What to do to have a good employer brandDo everything possible to make people choose to work in the company, to make them feel comfortable.&nbsp;Today there is a lot of talk about how to attract and retain employees and for me it is how to attract and make people choose us on a daily basis. You cannot retain someone to work there with short-term incentives. You have to do everything you can to make people want to come back to work for that company every day because that is what they choose, not because they are retained.&nbsp;That is a good employer brand. And how do you get people to choose to work at the company?&nbsp;It's a lot harder than ping pong, breakfast pictures and activities together.&nbsp;At the end of the day, the employer brand is what real life is all about. So it's not something you can control, it's something that happens.&nbsp;Every person in the company who interacts with someone outside the company is going to communicate your employer brand.&nbsp;If you have employees who are unhappy, frustrated, overwhelmed and stressed, that is the employer brand that they will transmit to the external audience: the people who consume the products and services, and those who participate in interviews. If during the interview, the employees who participate in the process do it in a hurry, without giving the interviewee time to get to know them, saying that they have to go to another meeting, ﻿they will be transmitting this message of pressure and stress.&nbsp;All this is what will make your employer brand.&nbsp; People who are not part of the company also perceive your employer brandThey perceive it when they apply for a job: do they get a response or not? Do they get feedback on why they did well or poorly in the interview process? Are they told how the company works, how it functions, what decisions need to be made, and what problems need to be solved? Is everything the company says verifiable throughout the process?&nbsp;And if that person starts to be part of the company, the most important thing is to be able to see that everything that was said in the interview process is real.&nbsp; TakeawayThe employer brand is a consequence of the culture, that is, of what happens on a daily basis in the company, not of planned group activities,breakfasts or having the Great Place to Work certification. These are simply communication channels, tools to reach people, but they do not make the culture.&nbsp;The employer brand cannot be controlled, it is something that both the internal and external audience communicate. The internal audience does it through their attitude: do they enjoy working in the company, do they feel comfortable, do they choose to be there, or are they retained by a salary, benefits and flexibility, but do not really want to be there? And the external one, through what they perceive by consuming the products and services, by being in contact with the internal audience, and by participating in an interview, for example. You can’t control your employer brand, but you can control everything you do so that your employees have the best possible day-to-day experience and choose to work with you. At the end of the day, they are the ones who build your employer brand.&nbsp;

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