How to recruit mid-level developers for a startup? Case from the Lucky
Hunter recruiter

The number of startup companies is growing rapidly, while IT specialists are in short supply. At the same time, there are more and more new vacancies in large IT companies, often operating conditions in which are more attractive than in a startup.

Under current conditions, it is quite difficult to recruit developers for a new startup project. Therefore, every time when startup leaders apply for help, we scrutinize the requirements for a vacancy. In the case when we see conditions are at variance with realities of the market and the client's unwillingness to correct them, we weigh all the pros and cons of cooperation.

In February, the startup founder asked us to find two .NET developers, middle or senior, for a salary that ranks below the average on the market. In addition, operating conditions in the company were not attractive enough for future employees, there were a number of factors that could scare off candidates:

• office in a residential area of St. Petersburg, located away from the last metro station;
• under-the-counter salary with a small white part;
• money from the second investment round will hold out for 7-8 months;
• investor not from the IT sphere;
• there are no standard, self-evident IT perks.

To tell the truth, we do not always agree to cooperate with customers who provide unrealistic requirements for the candidate and are not ready to be flexible to achieve effects. However, this case was something else.

• Firstly, the product itself turned out to be innovative and has already shown economic profit.
• Secondly, we were attracted by the interest of the team leader in project, his enthusiasm and willingness to listen to the advice. After we'd outlined the average wage of .NET developers on the market, he agreed to raise it to the required level and flexibly consider candidates.

Thanks to a clear and well-coordinated collaboration with the client, we quickly removed the vacancy and understood the required profile of specialists. We also quickly found out the key points that may be interesting for applicants and what to lay emphasize on in the selection process.

To find the right specialist, I sent hundreds of letters to candidates describing the benefits of the project. I also used many sourcing channels, among which Telegram was one of the most effective and useful. I managed to find there one of the candidates who subsequently accepted the offer.

I worked alone on the filling job openings. I fixed both candidates up with the job as soon as possible, namely in less than a month.

For clarity, showing you statistics from the CRM system:

Despite rather tough conditions it was not so difficult to fill the job opening. The reason lies in the well-established principle of partnership, on which the relations of our recruitment agency and clients are built.

In less than a month I managed to recruit two almost senior .NET developers for a startup with not very attractive conditions. This case shows that the role of the client and his active participation in the filling a job opening are fundamental factors for success. When the customer shows adequacy, does not overestimate the requirements for the candidate and, together with the recruiter, seeks to "sell" the vacancy, the candidate will be found and he will be found quickly.