With the deep change brought by the UX mentality to the organizations that joined it, building and retaining teams is a huge challenge. Companies of various sizes and industries are looking for the right people for their Design Teams, from leadership to production, and for ways to keep them motivated and aligned with the culture of the company. What is the best way to achieve these goals? We'll see in today's article.
Many leaders treat recruitment as a parallel project because they find it is not a priority in their daily lives. As new demands arise and challenges increase, they need to act quickly and at this time realize the great difficulty and time spent on this task. Not only in their own scope of work (which would be to invest time in the search, selection and evaluation of professionals) but also with regard to the formalization of a hiring, which regardless of the format chosen, involves other departments of the company that have their own rules and timing. In all the various scenarios mentioned in the article How are UX/UI Design vacancies opened? the problem lies in activating hiring processes only when it is extremely necessary.
In order for this not so simple process not to become an obstacle, it is necessary to include recruitment to the organization of UX projects not only at the beginning but during these. To do this, there is a crucial aspect: New positions must be thought of before even opening them. As it is known how much UX/UI projects can add to the organization, each member of the team must necessarily have an interesting additive for the team, and automatically for the organization. Therefore, constant work is necessary to identify the ideal profile, since each opportunity requires different specificities, which advance as projects evolve.
This is an important issue that we see very often, where only senior professionals are asked for their experience and vast know-how when assembling teams. But the demand does not always necessarily require such maturity. So, only senior teams begin to lose productivity and even break down because these professionals find themselves in the condition of having to do all the productive work, feeling undervalued and without perspective because they cannot devote 100% of their time to the strategy and design decisions that affect the business. At this point, the best thing to do is to set up design teams also with less experienced professionals, without "vices" and eager to see their first projects come to life and gain visibility in the company. The chance of more mixed teams to consolidate themselves and generate better results is much greater.
Executing the UX strategies correctly will bring increased value to the team. In this way, having a previous planning of the next hires is crucial for the design of the next steps, which will actually help to generate new projects to create and develop products and features. In addition, newcomers will give more voice to the department, making the design culture spread faster throughout the company.
In practical ways, one should think of key indicators to add recruitment to the constant tasks of leadership. Deeploy.Me was born to meet this need – Create a working format with the company where it is possible to keep it always ahead, providing a pool of UX/UI Designers of various levels in constant selection. In addition, develop a clearer message to make it more attractive to future employees. Listed below are some points that we can help you to reap constant results:
Many professionals give up applying for vacancies due to poorly-drafted descriptions. They look for a detailing and real clarity of what exactly they are being hired to do, and they can already measure the maturity in design of the company. In other words, defining the required profile very well is very important.
This is a crucial point that shines through the eyes of candidates, for they are looking for companies whose flag makes sense and is true. With the current demand for vacancies in remote mode, people are even more challenged to have the company's culture marked and well defined because it will be transmitted in their professional posture in the absence of physical interaction with other professionals (and especially with customers).
There is little point in achieving speed in the selection, if once the professional is defined, the process of the company in officiating the hiring is unclear and time consuming. For this reason, it is necessary to be aligned with the other departments involved, providing real deadlines to the candidates about the final decision to hire and the next steps in the process.
Being aware that companies adopt different ways of hiring (Labour laws), this information usually encourages some and discourages others. To avoid blockages in the post-selection, this point must be very clear between the parties from the moment of the offer so that it does not become an obstacle in the professional's expectations about his contract.
The UX strategy should consider recruitment as one of its pillars, as it directly concerns the project's productivity and health throughout its duration. Align with leadership and have a constant process of evaluating candidates, reducing risks arising from rush hiring and/or replacements.