Prejudice of hiring a junior

Jul 16, 2017
Blog

As a rule, almost any respectable IT company seeking for a decent candidate to fit a vacant position demands work experience in the specialty. If someone hires juniors or beginners, it looks like charity or volunteer activity. Of course, this is the way the company takes care of its PR, but it is still an exception and doesn’t fit the framework of hiring new employees.

This article describes the most common fears that do not allow the company to recruit juniors for full-time work. Here you will also find some tips on how to get rid of such bias.

Junior is a waste of time and money

Perhaps this is the most frequent and the most justified fear of the recruiter and the company as a whole. For turning a junior into a specialist to fit a vacancy, you need to spend a certain amount of money and time. It will take also mentors’ and other colleagues’ time, that could be spent with a better benefit for the company.

Any middle or senior hired instead of a junior will also cost you some time and money at the beginning. No one, regardless of his or her experience, will take up work and grasp its essence immediately. It will definitely take some time even for an experienced person to join the team,  to undergo social and professional acclimatization, to watch a code review at work,  to see the way communication processes are arranged and to get acquainted with the features of corporate culture.

Money matters are not so straightforward as well. Junior spends potential profit because of mentors’ attention paid to him and because he does not immediately get down to writing code for the current project. But during the testing period, he does it either for free or for the money that is not comparable to the salary of a middle or a senior for the same period of time.

Consider the money spent on juniors as an investment in the future of the company. After all, it is true.

Juniors are frivolous and irresponsible like all beginners

In the most cases, juniors in IT are young. To be more specific, they are from Y generation. It guarantees all set of cons: a weak concentration of attention, too broad focus when trying to concentrate, the inability to perform routine operations for a long period of time. They can quit if they do not like the attitude of their colleagues towards their work. They can leave if they just get bored.

The company mentors could take countermeasures taking into account each of these drawbacks. Has the junior lost his initial enthusiasm? Then you’d better increase the complexity and significance of tasks for him in each specific case.

After probation period Andersen tends to plunge the junior accompanied by his mentor into the work on a real project. Then the newcomer starts to realize that he does not write the code just for a report, but creates the real product.

See that the junior is overloaded with the tasks? Let the mentor prevent him from being charged too much. Encourage him to ask the mentor and other colleagues all types of questions even if they are not up to the subject. In this way you will kill two birds with one stone: he will quickly join the team through communication, and quickly grasp all the fine points of the project that he works on.

Junior is just using our company. The moment he has enough experience he will desert to the competitors

There is always such a risk. But the main thing on which it depends is not so much the nature of the junior, but the company’s policy and the philosophy of newcomers’ bringing up.

Consider that you are teaching junior not to just quickly stuff him with basic knowledge and close the vacancy. You are training the future full-fledged employee of the company. He has to be able to improve (and must improve) his own skills by himself. At the same time, it is also should be clear that career growth is available for him.

Developing his skills in the learning process, remember to increase the complexity and significance of tasks set. The same applies to wages.

Here is our company statistics: more than 70% of all juniors stay with us. Some of them leave unable to cope with the tasks. Others have some personal reasons. The rest of them successfully outgrew the junior skirt and acquire a new status.
People who come to us have work experience in other spheres, with only basic experience or no experience at all. It does not matter where and on what position a person used to work before. If he has a desire to learn and he is really interested in  – he is doomed to success. The only thing the company should do is to let the juniors generate new ideas and make the most out of them.

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