Search Results

Varför bli business intelligence utvecklare? Vilka egenskaper är viktiga som BI-utveklare? Hur kan jag bli BI-utvecklare? Varför behöver mitt företag en BI-utvecklare? Hur kan vi på Swedish startup recruitment hjälpa dig rekrytera rätt BI utvecklare? Vad är det för skillnad mellan AI och BI?

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua... In today's competitive business landscape, unlocking growth requires strategic recruitment that goes beyond traditional methods. Competence-based recruitment has emerged as a powerful approach, aligning organizational needs with the skills and capabilities of potential hires. Let's delve into the key aspects of this transformative recruitment strategy. Section 1: Understanding Competence-Based Recruitment Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Aliquet risus feugiat in ante metus dictum at tempor commodo. Donec ac odio tempor orci dapibus. A lacus vestibulum sed arcu non odio euismod. Massa eget egestas purus viverra accumsan in nisl nisi scelerisque. Nunc sed blandit libero volutpat sed cras. Aliquet risus feugiat in ante metus dictum at tempor commodo. Imperdiet dui accumsan sit amet nulla. Quis ipsum suspendisse ultrices gravida dictum. Pharetra convallis posuere morbi leo urna molestie at elementum eu. Et magnis dis parturient montes nascetur ridiculus. Velit euismod in pellentesque massa placerat duis. Tincidunt vitae semper quis lectus nulla at. Fames ac turpis egestas maecenas pharetra convallis. Fermentum odio eu feugiat pretium nibh. Mauris nunc congue nisi vitae suscipit tellus mauris a. Porta nibh venenatis cras sed felis eget. Odio tempor orci dapibus ultrices in iaculis. Eget egestas purus viverra accumsan in nisl nisi scelerisque. In dictum non consectetur a erat nam. Dignissim sodales ut eu sem integer. Pellentesque habitant morbi tristique senectus et netus et malesuada fames. Ornare arcu odio ut sem. Arcu non odio euismod lacinia at quis risus sed. Magna fermentum iaculis eu non diam. Enim nunc faucibus a pellentesque sit. Mauris ultrices eros in cursus turpis massa tincidunt dui. Magna fringilla urna porttitor rhoncus dolor purus non enim praesent. Risus sed vulputate odio ut enim blandit volutpat maecenas. Feugiat pretium nibh ipsum consequat nisl vel pretium. Diam quam nulla porttitor massa id neque aliquam. Quis blandit turpis cursus in hac habitasse platea dictumst. Magna eget est lorem ipsum dolor sit. Maecenas volutpat blandit aliquam etiam. Amet nisl suscipit adipiscing bibendum est ultricies. Vitae semper quis lectus nulla at volutpat diam ut venenatis. Quisque egestas diam in arcu cursus euismod. Ullamcorper morbi tincidunt ornare massa eget egestas. Mi in nulla posuere sollicitudin. Lacus sed turpis tincidunt id aliquet risus. Mattis ullamcorper velit sed ullamcorper morbi tincidunt ornare. Sed vulputate odio ut enim blandit volutpat. Sit amet nisl suscipit adipiscing. Quam nulla porttitor massa id. Section 2: The Impact on Organizational Growth Magna fringilla urna porttitor rhoncus dolor purus non enim praesent. Risus sed vulputate odio ut enim blandit volutpat maecenas. Feugiat pretium nibh ipsum consequat nisl vel pretium. Diam quam nulla porttitor massa id neque aliquam. Quis blandit turpis cursus in hac habitasse platea dictumst. Magna eget est lorem ipsum dolor sit. Maecenas volutpat blandit aliquam etiam. Amet nisl suscipit adipiscing bibendum est ultricies. Vitae semper quis lectus nulla at volutpat diam ut venenatis. Quisque egestas diam in arcu cursus euismod. Ullamcorper morbi tincidunt ornare massa eget egestas. Mi in nulla posuere sollicitudin. Lacus sed turpis tincidunt id aliquet risus. Mattis ullamcorper velit sed ullamcorper morbi tincidunt ornare. Sed vulputate odio ut enim blandit volutpat. Sit amet nisl suscipit adipiscing. Quam nulla porttitor massa id. Conclusion Summarize the key takeaways and emphasize how competence-based recruitment can empower your organization's growth journey. Encourage readers to embrace this strategic approach for a more sustainable and successful future.

När vi går in i andra kvartalet 2021 kan utsikterna till en återgång till kontoret vara osäkra för vissa och för vissa kan det innebära att de kommer att stanna i sina hem och arbeta därifrån. Men hur är det med att intervjua och onboard nya talanger? Dessa processer gynnades verkligen av personliga möten. Onboarding är utan tvekan det viktigaste skedet av anställdas livscykel. Fördelarna med en positiv upplevelse är tydliga: anställda bygger djupare relationer med kollegor, är mer produktiva på jobbet och stannar längre med företaget. En stark kultur kan vara nyckeln till ett företags framgång och kan leda till bättre retention och bättre produktivitet. Forskning har visat att det finns en direkt koppling mellan en stor kultur och anställda som känner sig värderade, arbetar hårdare och stannar längre. I en traditionell onboarding process kommer nyanställningar att förstå företagskulturen genom att fördjupa sig i sina nya kontorsmiljöer. De kan se hur team interagerar, bedöma den övergripande arbetsplats dynamiken och mäta hur de kan passa in. Hur förmedlar du din kultur på ett meningsfullt och autentiskt sätt, utan att spendera orimligt mycket tid och resurser på den? Många företag skapar sina webbplatser specifikt för att nå kunder och partners, men nu behöver vi använda dessa digitala kanaler för att illustrera företagets kultur också. Detsamma kan sägas för företagens sociala kanaler, vilket är ett utmärkt sätt att leverera meddelanden om företagskulturen. Chefer kan sätta mjuka färdigheter i arbete genom att regelbundet schemalägga incheckningar. Denna typ av regelbunden, ansikte mot ansikte kommunikation hjälper anställda att känna sig mer anslutna. Chefer kan leverera företags omfattande uppdateringar även när det inte finns mycket att säga, detta för att chefen på ett avslappnande, kontextuell sätt kommunicera med teamet. Dessa mjuka färdigheter är inte bara viktiga för att hålla nuvarande anställda engagerade. De kan också bidra till att jämna ut vår onboarding process för alla kandidater. Detta leder oss till den största lärdomen vi kan lära oss av vår nya verklighet: Övergången till distansarbete har gett oss alla en ny uppskattning för lagarbete, företagskultur och dagliga interaktioner. Vi behöver avsiktligt förstärka dessa färdigheter inom våra onboarding processer. Annars är det alltför enkelt för anställda och nyanställda att bli frånkopplade från varandra när de arbetar hemifrån.

Interview Techniques are popular with recruiters because they can easily compare lots of candidates, competency-based interviews take your existing experience as an indicator of future performance. What is a competency-based interview? Competency-based interviews (also known as structured, behavioural or situational interviews) are designed to test one or more skills or competencies. The interviewer has a list of set questions, each focusing on a specific skill, and your answers will be compared against predetermined criteria and marked accordingly. Competency interviews work on the principle that past behaviour is the best indicator of future performance. They can be used by employers across all sectors but are particularly favoured by large graduate recruiters, who may use them as part of an assessment centre. They differ from normal or unstructured interviews, which tend to be more informal. In unstructured interviews recruiters often ask a set of random, open-ended questions relevant to the job, such as 'what can you do for the company?' and 'why did you apply for the job?' to get an overall impression of who you are. A competency-based interview is more systematic and each question targets a skill needed for the job. Key competencies regularly sought after by employers include: adaptability commercial awareness communication conflict resolution decisiveness independence flexibility leadership problem solving organisation resilience teamwork. ​ Competency-based interview questions: ​Questions asked during a competency-based interview aim to test a variety of skills and you'll need to answer in the context of actual events. Which skills are tested will depend largely on the job you're interviewing for and the sector you'll be working in. Expect questions opening with 'Tell us about a time when you…', 'Give an example of…' or 'Describe how you…' Competency questions you may be asked at interview include: Describe a situation in which you led a team. Give an example of a time you handled conflict in the workplace. How do you maintain good working relationships with your colleagues? Tell me about a big decision you've made recently. How did you go about it? What has been your biggest achievement to date? Describe a project where you had to use different leadership styles to reach your goal. Tell me about a time when your communication skills improved a situation. How do you cope in adversity? Give me an example of a challenge you faced in the workplace and tell me how you overcame it. Tell me about a time when you showed integrity and professionalism. How do you influence people in a situation with conflicting agendas? Give an example of a situation where you solved a problem in a creative way. Tell me about a time that you made a decision and then changed your mind. Describe a situation where you were asked to do something that you'd never attempted previously. Tell me about a time when you achieved success even when the odds were stacked against you. ​ How to answer competency questions: Using the STAR (situation, task, action and result) method to structure your answers is a useful way to communicate important points clearly and concisely. For every answer you give identify the: Situation/task - describe the task that needed to be completed or the situation you were confronted with. For example, 'I led a group of colleagues in a team presentation to potential clients'. Action - Explain what you did and how and why you did it. For example, 'We presented to around 20 big industry players in the hope of winning their business. I delegated sections of the presentation to each team member and we discussed our ideas in a series of meetings. After extensive research and practise sessions our group presentation went off without a hitch'. Result - Describe the outcome of your actions. For example, 'As a result of this hard work and team effort we won the business of 15 clients'. Where possible, try to relate your answers to the role that you're interviewing for. While your responses to the interview questions are pre-prepared try to avoid sounding like you're reading from a script. Don't attempt to wing it by thinking on your feet, as the quality of your answers will suffer. Also, avoid embellishing the truth at all costs - any lies or invented examples can be easily checked. ​ Preparing for a competency-based interview: The key to providing successful answers to competency questions is preparation, and the good news is that this is relatively easy to do. Firstly, it's essential that you read and understand the job advert. Next, from the job description or person specification pick out the main competencies that the employer is looking for and think of examples of when and how you've demonstrated each of these. Try to draw on a variety of experiences from your studies, previous employment or any work experience you've undertaken. Familiarise yourself with the STAR approach to answering questions and practise your responses with a friend or family member. You could also make an appointment with your university careers service to practise your technique at a mock competency interview. ​Here are some good articles to read about interview techniques: https://www.totaljobs.com/insidejob/how-to-handle-competency-based-interview-questions/ https://www.how2become.com/blog/25-competency-based-interview-questions-and-answers/ https://www.interview-skills.co.uk/blog/top-10-competency-based-interview-questions-and-sample-answers

What is consultancy? At Just Tech we meet new potential consultants on a daily basis. These meetings often bring up questions such as "What is consulting?" or "What are the benefits of being a consultant?”. Our vision is to help people find the next step in their career, with exciting and challenging assignments and to connect them with the projects and companies that need them most. You may or may not have considered a job as a consultant before. In any case, with this article, we want to paint an honest picture of the job. Because a career in consulting has great benefits! What is consulting? Consulting or consultancy is often seen as “giving advice”. But consulting is usually much more than that. As a consultant, you help other companies prepare, lead or implement projects. You put your knowledge and experience at the disposal of the client to provide extra knowledge, skills or manpower for the duration of the project. Consulting at Just Tech Just Tech’s consultants work full-time or part-time on one or several projects for clients at home or abroad. Our consultants give advice and they work in the field, individually or in teams. The majority of our consultants are permanently employed at Just Tech, but we also work with independent consultants. Consultants who are permanently employed receive training, coaching and projects from Just Tech, and from our clients. All administrative work is taken care of as well. Independent consultants Just Tech for the duration of their project. Having said this, we always invest in long-term relationships with our employees and partners. That’s why we always strive to keep good independent consultants on board. The benefits of consulting The specific benefits of consulting are different for everyone, but the following benefits are commonly heard: 1. As a consultant you have a varied job Consulting is perhaps one of the most varied jobs. In contrast to a permanent job at one employer, consultancy offers you the opportunity to exchange your working environment quicker and more often. As a consultant, you have to leave your comfort zone on a regular basis. You have to prove yourself every single day. This is challenging and intensive, but you’ll probably be learning new things every day and you’ll get to know many new people along the way. And despite what you may think: you can also be a consultant with fixed employment. This option gives you all the variation and challenges of consulting with the security of a permanent contract! 2. As a consultant you can quickly broaden your knowledge and experience When you start a new job you often learn many new things. But more often than not the challenges eventually wane. With consultancy, you change projects frequently. This will keep your job challenging and rewarding. As a consultant, you are expected to bring a fresh, open-minded outlook. You have to be able to resolve problems based on knowledge and experience gathered from previous projects. That is the added value of a good consultant. 3. As a consultant you can expand your professional network quickly and thoroughly If you change projects, project teams and clients you will grow a large network. This will provide help, inspiration and eventually probably also opportunities to steer your career in the direction you want. As a consultant, you are expected to be a linchpin. You are expected to combine the knowledge, skills and people needed to tackle a project or to solve a problem. Growing a powerful network is not a bonus. It is a requirement. Are you interested in consulting? People are often not aware of their opportunities as a consultant. They often do not know the sector, they are afraid of change, or they are satisfied (or at least not unhappy) with their current job.

Under de senaste 10 åren har jag utfört över 2500 intervjuer för bolag såsom Spotify, Trustly, Karma, Budbee, Tink och andra startups inom techbranschen. Jag har intervjuat kandidater i alla sorters positioner men framförallt med fokus inom tech&produktroller och kreativ lösningsförmåga, en viktig egenskap för personer som skall jobba i ett startup. Efter så många intervjuer börjar jag nu kunna skönja ett tydligt mönster för lyckade rekryteringar. Här är mina tre bästa råd för hur du ska lyckas anställa de bästa kandidaterna för att skala upp din verksamhet. 1. Anställ generalister Jag förstår att bolaget är i desperat behov av en specifik kompetens - men gå inte i fällan att använda rekrytering som brandsläckning för ditt företag. Rekrytera på långsiktiga behov genom att anställ generalister, eller ännu bättre T-profiler, som kan bidra bredare än att bara lösa den utmaning som ni står inför just idag. På två-tre års sikt kommer allt i ditt företag att förändras: ni kommer att använda nya ramverk och programmeringsspråk, det kommer nya konkurrenter och även affärsmodellen kanske hinner att ändras. Se till att du anställa människor som kan anpassa sig och bidra långsiktigt inte bara att lösa de problem ni kan överblicka just nu. Många gånger har jag varit med och rekryterat någon för att lösa ett specifikt problem, för att 4-5 månader senare, när personen väl börjar, se att det problemet är löst sedan länge. 2. Leta efter potential Anställ potential - träna kunskap! Alla vet att det är ett bra sätt att göra rekryteringen men ärligt talat, hur många människor i er organisation har anställs på potential? De flesta rekryterande chefer vill ha en senior kandidat som redan har gjort de saker som rollen innebär, någon som redan gör samma sak fast på ett annat företag. Tror du att den personen kommer att komma in med passion och över leverera, göra det lilla extra och skapa någonting annat än vad den personen gjorde på sitt senaste arbete? Om du anställer någon junior så får någon som vill visa att hen förtjänar jobbet, någon med passion som kommer att skapa nya vägar utan att ha med sig tyngden av den historiska ryggsäcken som kommer med rollen. Missförstå mig rätt - ett företag behöver en bra balans mellan seniora och juniora personer, men oftast är man redan ganska bra på att ta in senior personal. 3. Beteende tenderar att upprepas Vi känner alla den där personen som alltid lovar saker men aldrig införlivar sina löften eller så har vi har erfarenhet av en hantverkare som gång på gång lovar att komma med aldrig dyker upp. Beteenden tenderar att upprepa. Det räcker att gå till sitt eget förhållande och se hur många gånger man försöker ändra på den andra personens beteende utan att lyckas. Men för att vara rättvis - vi har alla beteenden och ticks som är en del av vår personlighet och delvis definierar vilka vi är. Beteenden är svåra att ändra på. Ett bra sätt om du vill extrapolera fram ett kommande beteende och prestation hos en kandidat är att titta på på tidigare beteende. Gör detta genom att ställa frågor som "Kan du berätta om en situation när du ...", "Vad var din del i…” eller "Hur reagerade du ..." och undvika teoretiska frågor som "Hur skulle du agera om...", “Tänk dig att…” eller "Om du hamnade i en situation ... ". Bonus tips: en Shared values slår kunskap - varje gång, i varje rekrytering. Se till att göra kulturmatchning till ett av skallkraven i varje rekryteringsprocess, annars kommer ni att sitta med med rätt sorts kompetens men fel kultur, samtidigt som ni försöker förstå varför ditt företag är på väg år fel håll. Rekrytering är svårt - men jag hoppas att de här tre handfasta tipsen kan hjälpa er organisation att växa på rätt sätt med rätt personer! Anställ generalister Leta efter potential Förstå beteendemönster

The highest-performing teams have one thing in common: psychological safety — the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off — just the types of behaviour that lead to market breakthroughs. So how can you increase psychological safety on your own team? First, approach conflict as a collaborator, not an adversary. When conflicts come up, avoid triggering a fight-or-flight reaction by asking, “How could we achieve a mutually desirable outcome?” Speak human-to-human, but anticipate reactions, plan countermoves, and adopt a learning mindset, where you’re truly curious to hear the other person’s point of view. Ask for feedback to illuminate your own blind spots. If you create this sense of psychological safety on your own team starting now, you can expect to see higher levels of engagement, increased motivation to tackle difficult problems, more learning and development opportunities, and better performance. “There’s no team without trust,” says Paul Santagata, Head of Industry at Google. He knows the results of the tech giant’s massive two-year study on team performance, which revealed that the highest-performing teams have one thing in common: psychological safety, the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off — just the types of behaviour that lead to market breakthroughs. Ancient evolutionary adaptations explain why psychological safety is both fragile and vital to success in uncertain, interdependent environments. The brain processes a provocation by a boss, competitive coworker, or dismissive subordinate as a life-or-death threat. The amygdala, the alarm bell in the brain, ignites the fight-or-flight response, hijacking higher brain centers. This “act first, think later” brain structure shuts down perspective and analytical reasoning. Quite literally, just when we need it most, we lose our minds. While that fight-or-flight reaction may save us in life-or-death situations, it handicaps the strategic thinking needed in today’s workplace. Twenty-first-century success depends on another system — the broaden-and-build mode of positive emotion, which allows us to solve complex problems and foster cooperative relationships. Barbara Fredrickson at the University of North Carolina has found that positive emotions like trust, curiosity, confidence, and inspiration broaden the mind and help us build psychological, social, and physical resources. We become more open-minded, resilient, motivated, and persistent when we feel safe. Humor increases, as does solution-finding and divergent thinking — the cognitive process underlying creativity. When the workplace feels challenging but not threatening, teams can sustain the broaden-and-build mode. Oxytocin levels in our brains rise, eliciting trust and trust-making behaviour. This is a huge factor in team success, as Santagata attests: “In Google’s fast-paced, highly demanding environment, our success hinges on the ability to take risks and be vulnerable in front of peers.” So how can you increase psychological safety on your own team? Try replicating the steps that Santagata took with his: 1. Approach conflict as a collaborator, not an adversary. We humans hate losing even more than we love winning. A perceived loss triggers attempts to reestablish fairness through competition, criticism, or disengagement, which is a form of workplace-learned helplessness. Santagata knows that true success is a win-win outcome, so when conflicts come up, he avoids triggering a fight-or-flight reaction by asking, “How could we achieve a mutually desirable outcome?” 2. Speak human to human. Underlying every team’s who-did-what confrontation are universal needs such as respect, competence, social status, and autonomy. Recognising these deeper needs naturally elicits trust and promotes positive language and behaviours. Santagata reminded his team that even in the most contentious negotiations, the other party is just like them and aims to walk away happy. He led them through a reflection called “Just Like Me,” which asks you to consider: This person has beliefs, perspectives, and opinions, just like me. This person has hopes, anxieties, and vulnerabilities, just like me. This person has friends, family, and perhaps children who love them, just like me. This person wants to feel respected, appreciated, and competent, just like me. This person wishes for, joy, and happiness, just like me. 3. Anticipate reactions and plan countermoves. “Thinking through in advance how your audience will react to your messaging helps ensure your content will be heard, versus your audience hearing an attack on their identity or ego,” explains Santagata. Skillfully confront difficult conversations head-on by preparing for likely reactions. For example, you may need to gather concrete evidence to counter defensiveness when discussing hot-button issues. Santagata asks himself, “If I position my point in this manner, what are the possible objections, and how would I respond to those counterarguments?” He says, “Looking at the discussion from this third-party perspective exposes weaknesses in my positions and encourages me to rethink my argument.” Specifically, he asks: What are my main points? What are three ways my listeners are likely to respond? How will I respond to each of those scenarios? 4. Replace blame with curiosity. If team members sense that you’re trying to blame them for something, you become their saber-toothed tiger. John Gottman’s research at the University of Washington shows that blame and criticism reliably escalate conflict, leading to defensiveness and — eventually — to disengagement. The alternative to blame is curiosity. If you believe you already know what the other person is thinking, then you’re not ready to have a conversation. Instead, adopt a learning mindset, knowing you don’t have all the facts. Here’s how: State the problematic behaviour or outcome as an observation, and use factual, neutral language. For example, “In the past two months there’s been a noticeable drop in your participation during meetings and progress appears to be slowing on your project.” Engage them in an exploration. For example, “I imagine there are multiple factors at play. Perhaps we could uncover what they are together?” Ask for solutions. The people who are responsible for creating a problem often hold the keys to solving it. That’s why a positive outcome typically depends on their input and buy-in. Ask directly, “What do you think needs to happen here?” Or, “What would be your ideal scenario?” Another question leading to solutions is: “How could I support you?” 5. Ask for feedback on delivery. Asking for feedback on how you delivered your message disarms your opponent, illuminates blind spots in communication skills, and models fallibility, which increases trust in leaders. Santagata closes difficult conversations with these questions: What worked and what didn’t work in my delivery? How did it feel to hear this message? How could I have presented it more effectively? For example, Santagata asked about his delivery after giving his senior manager tough feedback. His manager replied, “This could have felt like a punch in the stomach, but you presented reasonable evidence and that made me want to hear more. You were also eager to discuss the challenges I had, which led to solutions.” 6. Measure psychological safety. Santagata periodically asks his team how safe they feel and what could enhance their feeling of safety. In addition, his team routinely takes surveys on psychological safety and other team dynamics. Some teams at Google include questions such as, “How confident are you that you won’t receive retaliation or criticism if you admit an error or make a mistake?” If you create this sense of psychological safety on your own team starting now, you can expect to see higher levels of engagement, increased motivation to tackle difficult problems, more learning and development opportunities, and better performance.

​Asking questions gives you a chance to find out more about the employer and display your enthusiasm for the role, so make sure you have some questions to ask your interviewer. Now your interview is going well, you've answered all the recruiter's questions confidently and the session is coming to a close. One of the final things you'll be asked will be, 'Do you have any questions for me?' To have a chance of securing the job, always say yes. Having a list of questions to ask an interviewer makes you look interested, enthusiastic and engaged - all qualities that the employer will be looking for. It also gives you one final chance to further highlight your relevant qualities and experience. Not having any questions to ask will give the impression of unpreparedness and a lack of interest in the role. Try to come up with at least four or five questions to ask the interviewer. That way, if one or two of them are answered during the earlier discussion, you have backups in place. Avoid asking questions that focus too much on what the organisation can do for you. Save questions about salary and holiday allowance for when you've got a job offer. Also, stay away from questions that require a yes or no answer, as you're likely to find this information on the company's website. While it's ok to ask your interviewer to clarify certain points, avoid asking about anything that has previously been covered. You don't want them to think that you haven't been paying attention. If you need a little inspiration, here are some good questions to ask at an interview.​ Can you tell me more about the day-to-day responsibilities of the role? Asking this question enables you to learn as much about the role as possible. The interviewer's response will provide insight into what specific skills and experience are needed, and will also help you decide if the role is right for you. The answer will also give you an idea of what the employer's expectations are, so if you're offered the job there should be no surprises when you start. How could I impress you in the first three months? This is a good question to ask at the end of a job interview because it shows potential employers that you're eager to make a positive contribution to the organisation. Pay close attention to the recruiter's response as it will tell you how they want you to perform and will highlight particular areas of the job you should be focusing on during the first few weeks of employment. Are there opportunities for training and progression within the role/company? Enquiring about development opportunities demonstrates to the interviewer that you're serious about your career and committed to a future with the organisation. You don't want to be stuck in a dead-end job so if you're unsure of the typical career path for someone in this role, asking this question will help you to assess whether a long-term career with the company is a possibility, or if you'd need to move on to gain further responsibility. Where do you think the company is headed in the next five years? The response you receive will give you an insight into the company's progression plans and its place in the market, while giving you a general idea about job security. You may also get a heads-up on any major upcoming projects. Asking about future plans shows a real interest in the organisation and reiterates your commitment to the company. Can you describe the working culture of the organisation? Asking this question is a great way to assess the working environment of the company and it gives you the opportunity to discover whether you'll fit in. From the recruiters response you'll learn if and how the organisation prioritises employee happiness, of any benefits on offer and what the work-life balance is like. ​What do you enjoy about your job? Everybody loves to talk about themselves and this question enables you to build up a sense of camaraderie with your interviewer. This question requires a personal response, so you could learn a lot from their answer. You'll get an insider's view of the company culture and working environment and you may even get to discover how your interviewer got their start in the business and how they progressed. ​Can you tell me more about the team I would be working in? This will help you understand the way the company is structured, who you'll report to and the department the role sits within. These are the people you'll work most closely with, so it's worth trying to find out about the team dynamic and working methods. Depending on the response, it may also give you the opportunity to mention any experience or success you've had working in similar teams - just to give the employer one final example of how well you'll fit in if you get the job. Other useful questions to ask at interview include those about: performance appraisals opportunities or challenges facing the department/company company-specific projects or campaigns. If the employer doesn't give an indication of what happens next then a good way to wrap up the interview is by asking about the next steps and when you can expect to hear from them.

Being a job seeker in today’s market can confusing if you are not familiar with the way the hiring process works and waiting for a job offer can be stressful. When you are well-informed and prepared with what to expect after you have submitted an application to a recruiter, you will greatly eliminate any unneeded stress and wasted time. The Application Process First of all, if you apply to a position that is not a fit for your background or experience, do not expect a phone call from the recruiter. With a large number of job openings in today’s job market, many recruiters are juggling 20 plus job orders at once with hundreds of applications rolling in each day. Good recruiters are interested in providing not only the best value to the top talent they can place but also to their clients. If your background is not a fit for the position applied to, you more than likely will not receive a call back from the recruiter. Don’t take it personally and understand that the recruiter has been retained by the client to find the best fit for the job. On the other hand, if you ARE a perfect fit for the job, you SHOULD hear back from the recruiter quickly. If for some reason you do not hear back the next business day, try reaching the recruiter by phone or email directly. There is a good chance that your application was mistakenly lost among hundreds of other applications. How the Recruiter fits into the Process It’s important to understand that a recruiter is typically retained by a client in order to conduct initial interview screening, thereby vetting top talent for the job. Please, do not be one of those candidates who refuses to interview with the recruiter and demands to speak with the hiring manager first. This will get you nowhere and will shed a bad light on your communication and business skills. A recruiter is a key person throughout the hiring process. If you have found a good recruiter, they will want to learn as much as possible about your experience and what you are looking for in the next opportunity. The reason for this is to ensure that the job is the right fit for you. Your recruiter should know inside information about the hiring manager, company culture, and expectations. They will be able to guide you in the right direction throughout the interview process and provide valuable information to you along the way. Quite often, a recruiter can influence not only the speed of the interview process but also the outcome of an offer or final decision from the hiring manager. Do yourself a favor and take advantage of the guidance and value that your recruiter can provide. Sometimes the Process Stalls Occasionally, the hiring process comes to a halt with little to no warning. It’s important not to take this personally and to understand that this can happen due to changes out of the recruiter’s or hiring manager’s control. Sometimes the hiring manager may be faced with an unexpected hiring freeze forced by corporate. The important thing to remember is that when this happens, you should never burn bridges. Stay on good terms with your recruiter as well as the hiring manager. Should the opportunity open back up, you could be the top candidate for the job. It Takes Time The hiring process is never as fast as one would hope. There are often many interviews with what seems like long gaps of time in between. Never expect the hiring process to be quick and easy. Applying and interviewing for a new job is a lot of work. It’s important for you to realize that you are not alone in the process and that communication is key. Always keep in contact with your recruiter and ensure a quick response time from your end when information is needed or requested.

Du som arbetar inom startup sektorn vet att det ofta pratas om diversity. Vad är diversity och är det verkligen så viktigt? Om det nu är viktigt, hur mäter man det? Ska vi kvotera, är nästan alltid den första och ganska illa dolt kritiska reaktionen man får när man tar upp diversity. Nej, sitt ner - vi ska inte kvotera. Däremot ska vi jobba hårdare för att se till att bredda teamen, både när det gäller kön, ålder, etnisk bakgrund, erfarenheter och referensramar. För mångfald är givetvis mycket större än att bara få in fler kvinnor i tech-organisationen, även om det är viktigt och mätbart. Varför är mångfald viktigt för ditt startup? För att mångfald ger konkurrensfördelar och en bättre produkt. Hur då? En mer blandad utvecklargrupp representerar fler use-case och erfarenheter och ger bättre input för produktutvecklingen. Forskning visar också att heterogena team är bättre på att lösa avancerade och komplexa problem. Det är ganska självklart när man tänker efter - en blandad grupp kan ge olika input när det gäller produktanvändning, risker, möjligheter och också representera olika möjliga användargrupper. Det skulle alltså betyda att mångfald ger en bättre produkt, antagligen fler kunder och därmed högre intäkter och i slutändan mer vinst för bolaget. Kan det stämma - att mångfald är en konkurrensfördel som ger högre vinst. Food for thought... Skönare arbetsmiljö Dessutom blir det mycket roligare på kontoret, fler spännande möten, fler normer som ska utmanas och trygghetszoner som ska vidgas. Jag tycker inte att man ska vara rädd för friktion utan vara öppen för att utmanas och tänka nytt - det som är grunden för varje startup bolag, innovation. Ett genuint intresse för det som är nya influenser kommer att skapa mycket dynamik och ödmjukhet. Ett företag där allt är inkluderande kommer skapa en bra och kreativ arbetsmiljö. Många teknikbolag är homogena Många techbolag lider av att teamet som utvecklar produkten är extremt heterogen - killar runt 28 år gamla med samma intressen och som ser på samma tv serier, läser samma tech bloggar och har samma humor. En homogen grupp där team namn och produkter med självklarhet får referenser till Star Wars och GoT. En homogen grupp riskerar alltid att hamna i ett cirkelbeteende där man gör felaktiga antaganden som leder till dåliga slutsatser och i nästa steg dåliga produktbeslut. Ibland är teknikchefen medveten om den diversity-legacy som finns i teamet - men besvärande oftast är mångfald en icke-fråga i tech management. Det kommer att slå tillbaka och som man säger: bite your back. Hittills har jag aldrig sett en riskanalys där ‘ett homogent utvecklingsteam’ finns bland bolagets svagheter, men det beror nog snarare på bristande självinsikt än på en låg riskfaktor. Så att: Så vida bolaget inte utvecklar en produkt som bara riktar sig till samma målgrupp som man har på utvecklingsavdelningen bör man sträva efter att bredda teamet för att så långt det går spegla den grupp som ska använda produkten. Värdet av att våga vara sig själv Om alla anställda vågar och orkar vara sig själva på jobbet utan att behöva lägga energi på att anpassa sin personlighet blir också arbetsresultatet bättre. Kanske är det självklart, om man kan lägga sin tid och energi på att göra ett bra jobb istället för att försöka passa in, ja då blir jobbet bättre gjort. Om man känner sig trygg i att kunna vara sig själv så kommer man må bättre och kunna fokusera på att göra ett bra jobb. Därför är en välkommen och öppen kultur affärskritiskt för alla bolag. Se till att ditt startup är en miljö som är öppet, inkluderande och välkomnande för nya influenser. Sträva mot att bygga ett team som motsvarar det samhället vi lever i - med olika nationalitet och bakgrunder, olika sexuella preferenser, en bra könsfördelning, olika ålder och erfarenheter. Gör också intern löne kalibrering med jämna mellarum för att säkerställa att ni betalar lika lön för lika arbete och att ni ger alla anställda samma möjligheter till karriär. Hur mäter man mångfald? Ja, det här är svårt och kanske anledningen till att diversity arbetet i tech communityn ofta begränsas till att fokusera på vilket kön utvecklarna har. Kön är egentligen det enda som går att mäta utan att hamna på etiskt gungfly. Dessutom är kön det enda som styrs i den jämställdhetsplan som varje företag är skyldig att ha enligt lag. Hur gör man? Finns det något handfast tips att börja med? Mitt tips är att börja någonstans - börja i så fall med det som går att mäta och sätt ett mål. Den största chansen att påverka balansen i företaget är givetvis att jobba hårdare med rekryteringen. Se till att sätta upp mål och börja mäta, då kommer resultatet. Vilka mål ska man sätta upp? Ska man sätta upp en procentuell förbättring, ett mål att vara bättre än branschsnittet (10-12% kvinnor) eller ska man motsvara befolkningsmedel? Ja, det är upp till er att bestämma hur högt ni vågar sätta ribban. Räkna alltid! Vilket mål man än sätter upp så finns bara ett sätt att följa upp: Räkna alltid! Lina Tomsgårds, Rättviseförmedlingens grundare, höll ett föredrag på Spotifys jämställdhetskonferens. Hennes tips har fastnat som ett mantra i mitt bakhuvud. Tipset: Räkna alltid! Räkna ledningsgruppen, räkna cheferna, räkna kandidaterna, räkna vilka som sitter i panelen eller får utrymme som talare på konferensen. Hur jämställt är ditt företag? Numbers will tell… Min gissning blir dock: Det är mycket snack och ganska lite action. *** Mångfald är strategiskt viktigt, mångfald ger en bättre produkt och bättre lönsamhet - och mångfald är kul! Epilog: Det här är mina åsikter och baseras på min erfarenhet från 15 år techrekrytering inom Stockholms startup-värld. Jag tror inte att jag har hela sanningen. Det är helt ok att inte hålla med, det är helt ok att ha andra bättre förslag och idéer. Dela de gärna med andra! Det enda som inte är ok är att tycka att vi har gjort tillräckligt.

Efter ett tufft 2020 ser vi nu en snabb ökning av behovet av utvecklare. Flera av våra kunder ökar nu takten på sin teknikutveckling, samtidigt som det nu kommer in flera nya förfrågningar varje dag. Vi på Just Tech ser fram emot en intensiv vår och samarbetet med både kunder och kandidater. Vi jobbar just nu med flera spännande rekryteringar och konsultförfrågningar, bl a söker vi en CTO till ett Healthtech-bolag. Övriga roller just nu är PHP-lead till ett fintech, Engineering Manager, UX-designer, Data Engineers / Data Scientists, .Net-utvecklare och Fullstack Javascript devs. Just Tech är en självklar samarbetspartner för snabbväxande techstartups - vi är en naturlig del av Sthlms techcommunity och har ett oslagbart nätverk av techkompetens både för konsulter och utvecklare. #justtech #sthlmtech #utvecklare #fullstack #rekrutering #hiring #developers #konsult #fintech #techstartups #PHPlead #bemanning #hyrförst

Precis som de flesta andra startups i Stockholm så använder Norrsken sig av Teamtailor för rekrytering. Den stora skillnaden för oss är att de flesta rekryteringar inte sker i Norrsken utan i våra portfölj bolag. Hur kan vi som VC-bolag skapa maximalt värde för de bolag som vi valt att investera i? Fördelen med att använda Teamtailor, som också är Stockholms tech startup, är att de snabbt plockade upp vårt behov och utvecklade en 'koncern-funktion' där vi kan annonsera och länka vidare till våra portfölj bolag. Det gör att vi kan driva trafik till vår karriärs sida - https://careers.norrskenfoundation.org/ och skapa maximalt värde för våra portfölj bolag. Kandidater som klickar på en annons hamnar och ansöker fortfarande på respektive bolagssida. Kandidaternas CV och ansökan och CV går bara till bolaget som kandidaten är intresserad av, på så sätt kan vi säkerställa att vi uppfyller kraven från GDPR. Jag har tidigare varit med i flera processer där vi själva utvecklat eller upphandlat rekryteringsverktyg. Det finns flera bra verktyg på marknaden Ponty, Lever, Greenhouse är några av de - men som svenskt startup skulle jag nog även i fortsättningen valt att använda Teamtailor. Admin gränssnittet är näst intill identiskt med Trello, som många bolag redan använder som projektverktyg, och det gör det enkelt att skapa engagemang från rekryterande chef och övriga teamet - vilket är en förutsättning för att få in feedback, anteckningar och bedömningar av de som är inblandade i rekryteringsprocessen.