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Phone: (843) 669-1920

Address: 1943 Hoffmeyer Rd Ste B, Florence, SC 29501

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Global IT Recruitment Made Easy – Northstar Talent

Hire the best expert – not just the best available expert from your local market.

The Nordic IT talent market lacks thousands of professionals, and the shortage will only worsen. Companies that rely entirely on their local talent market will have difficulty growing when it takes forever to find new specialists. In many cases, the situation is even worse because no people with specific skill sets are available in the market.

Companies expanding their talent search beyond country borders can pick specialists from a massive pool and hire them quickly. This makes expanding talent search cross-border a substantial competitive advantage over companies that are not ready to hire foreign talent. As an added benefit, global recruitment makes the local market more competitive, promoting growth for the entire sector – which has a big social impact. 

Our mission at Northstar is to help companies grow and we believe that global recruitment is the path to growth. That’s why we offer our clients hands-off services for hiring international talent, making the process quick, painless, and easy!

We’re a Nordic talent agency specialising in global IT recruitment.

Our solutions for global IT recruitment

What solution is right for your company

?

Let’s book a meeting to discuss your needs & options.

We make global IT recruitment easy

With us, the global recruitment process is much like recruiting someone from the local market. You define the roles, and we take care of everything else – from the candidate search to possible relocation.

• Turnkey service package covering the whole global recruitment process
• Extensive partner network that enables us to hire professionals within the EU & Asia
• Years of experience in international recruitment
• Relocation services when a person is brought over, with optional language and culture training
• Nearshoring services as part of scaling up teams
• Tech hubs in Spain & Poland, where talent can also be hired & relocated

Want to hear real-life examples and experiences on global IT recruitment?

FAQ on global IT recruitment

How much does it cost to hire an IT professional from abroad?

The hourly cost is based on the role and the person.

Example prices for senior roles:

• Cross-border recruitment: 65-75€ / hour
• Remote delivery: 45-55€ / hour

This exact price will be defined when the required expertise is specified.

Note that after 12 months, the person can be recruited permanently for your team.

What’s the time frame of the international recruitment process?

The delivery time for recruiting a specialist from the global talent pool doesn’t differ much from hiring someone from the local market, and it can be even faster when looking for a specialist that is hard to find.

The expected time frame for the whole process is 12-16 weeks.

Occasionally the professional can even start working remotely before the relocation process.

What kind of roles can be hired from abroad?

Depending on the needs, all levels of IT talent can be hired from the global market, from more supportive roles to niche experts with very deep technical knowledge.

When evaluating cross-border recruitment as an option, typically, the profiles in question are senior/lead – some with 10+ years of experience.

We have found and recruited experts in the following subject areas:

• Software development
• Web development
• Embedded development
• QA/testing
• DevOps
• Software Architecture
• Data Engineering
• UI/UX

From where can IT talent be sourced?

We can source talent from all around the world and are constantly monitoring the global talent market. Talent sourcing can be targeted to areas with the most availability of top professionals.

Currently, we are finding top talent from the Philippines, Czech Republic, Poland, and Spain.

What is international recruiting?

International recruiting means hiring a workforce from outside of one’s country and relocating them to the desired location or enabling them to work remotely from where they are.

There are three main ways to do global recruiting:

• Cross-border recruitment where the professional is sourced from abroad and relocated to a new country
• Remote recruitment, where individuals work remotely
• Near/off-shore delivery, where an entire team is recruited and possibly relocated to the desired location

How does the cross-border recruitment and relocation process work?

Why Company Culture Matters in Recruiting

An important part of successful recruitment and recruitment in a fast-growing environment is creating a culture that people want to be a part of and contribute to. Many people talk about the importance of creating a great company culture, but the real challenge is to maintain a good culture as the number of employees increases and the company grows.

Company culture is always in the background, either motivating or frustrating employees. Saying you have a great culture and having it are two different things. And in the context of recruiting, you can’t hide a bad culture for long. Eventually, people will find out about it.

“Culture” is the establishment of the North Star and direction for all. At OnDeck, we’ve spent a lot of time identifying the behaviors we value and the traits that are off limits in the company we want to build. Our values ​​are at the core of everything we do, which is why we are driven by continuous improvement, from the products we bring to market to the recruitment programs we develop.

Cultural fit is critical:

We believe that cultural fit should never be compromised in recruiting. Never.

Even a potential rock star can become a bad employee if he doesn’t fit in with the culture. A negative attitude can infect everyone. Even if a person has outstanding professional skills, hiring an employee who does not fit the culture is a big mistake.

Of course we want to hire the best people and are always looking for them, but how they fit into our culture and how they embrace our values ​​is just as important to us. I know everyone says that, but it’s so important that we introduced the so-called “Special Forces Team” (Culture Interview SWAT Team).

The Special Forces team is a group of people scattered throughout the organization who interview potential employees to determine not only whether they will fit into our culture, but also whether they can succeed in OnDeck by establishing strong and important relationship. The relationships we create among our peers, in turn, positively impact our ability to succeed and deliver business results.

We believe that everyone in our company has a responsibility to help each other succeed. We spend a lot of time and energy training our leaders to help create a goal-oriented culture that keeps employees motivated and our company successful. We are a very value-oriented organization.

How to maintain these values:

1. Make employees the cornerstone of the recruitment and onboarding process.
2. Include them in the performance improvement process (also known as reviews).
3. Report on how well each person demonstrates the values ​​when interacting with each other and our customers.
4. Ensure that our people see how our values ​​influence the decisions our senior leaders make, ensuring transparency throughout the company.

There is no shortcut to building a good company culture, but it is worth the effort. It affects what work we do, how we do it, and how our clients respond to us. If you want to contribute and be a part of our culture, bring your best qualities to help us build a successful company, and have a passion for using technology to support businesses on Main Street across the country and now Canada and Australia, we are we will be glad to talk with you.

45 hours of interviews in 4 weeks — how I didn’t go crazy talking to the team — Constantine Bolshukhin on vc.ru

I tell you how I turned hiring into a game using popular mechanics and gamifying the process. And yes, not everyone has gone to the next level.

845
views

Hello, my name is Kostya Bolshukhin. I am making a startup called ManageMate, which will help IT teams with 50+ people create and control the organizational structure, roles, tasks and goals of the company. I also run the telegram channel Pros and Cons, in which I talk about the pros and cons of the life of an IT entrepreneur and about (yet) hypotheses that have not taken off.

How much and where he hired. Why so fast?

Before retiring in pursuit of a dream, he led the Customer and Affiliate Development* team at RPA start-up ElectroNeek**. The company grew rapidly and in August I experienced the peak of the recruiting marathon. Invested 45 hours in four weeks to conduct 59 interviews. After two months in this mode, we hired nine people to the team.

* The Customer Success team is responsible for educating customers, implementing the product and helping customers to use the solution effectively.

** RPA (Robotic Process Automation) is a platform for creating automated business processes using software robots and other technologies.

Comment from Ekaterina Khan, co-founder of Skill Labs, ex-COO LegionFarm, ex-Head of Regions in Bolt & Doc+

The first ten calls led to two huge problems.

• Process exhausts
• Little time for feedback for candidates and recruiters.

I had to improvise and invent life hacks that helped put the system on stream and close all vacancies on time. When I described it, it turned out like mechanics from games. Not in vain spent hundreds of hours in The Gothic, Skyrim and Diablo, oh not in vain.

A little further I’ll tell you about:

• Context. How the process was organized.
• Mechanics. How they work and what tasks they solve.
• Results and conclusions. How the mechanics influenced the process, and what happened in the end.

Even business problems can be solved in a fun way, so I’ll tell you about recruitment techniques as if they were game mechanics.

Context

ElectroNeek has structured itself so that each region—Latin America, Europe, North America, and Asia—has a few people in charge of customer experience. Specialists had to go through onboarding and be ready by the time of the next product release. In total, a couple of months and give or take a week to hire nine middle and senior level employees.

The fast launch, which got up to 15 people a week into the final rounds with me, required a huge involvement of the recruiting team. Simplified schematic

After 10-15 interviews, it became obvious that changes were needed.

We were hiring in four different regions at once, created a new senior manager role, and for the first time filled so many vacancies at the same time. Mistakes and blunders were not long in coming.

• Several times the notes on the candidates turned out to be incomprehensible, and I reviewed parts of the interview in order to decide on the transition to the next stage.
• The feedback for the recruiting team and candidate was superficial. I found time to close the debts on the comments at the end of the day, several times, I did not have time for the day. I had to navigate by memory – because of this, the quality suffered.
• The desire to live was gone when there were five interviews in one day. Unfortunately, no one wrote me a paper for the CEO with the release from the main duties.

If you hire one or two people and the deadlines are running out, there is time to “think” and orient yourself according to the situation. But in a situation where there are many candidates, and deadlines are running out, decisions need to be made faster.

I’ll tell you about how I redesigned the approach to the interview script and the system for evaluating candidates at an interview with a recruiter. Spoiler: the process went more fun, and life sparkled with new colors!

Mechanics

1. Thoughtful level design

This is how MidJourney sees game design in the corporate world.

During the interview, the candidate goes through several “levels” with questions or tasks. At each stage, we evaluate whether we continue the process with the candidate or there are risks that the candidate will not be able to quickly provide the required quality of client management on his own.

System of “levels” with questions/tasks.

If after two “levels” the candidate does not pass – game over. I changed the structure of the interview, shortening it a little, but instead trying to provide focused and helpful feedback at the end of the interview.

Candidates were more likely to receive useful feedback, and I had a little more time to interview those who advanced.

2. Skill Tree

World of Warcraft has a minimum level requirement to unlock dungeons. In other games, the hero needs a certain skill to advance further in the story or unlock a quest.

Unfortunately, MidJourney prefers not to mix the skill tree and the corporate world. It turned out conservatively

Why are we worse? We made a scorecard similar to the skill tree in the game. We identified six skills that are critical for this role, which the recruiter can check based on the criteria. They prescribed a detailed scale of “levels” from one to five stars and asked recruiters to fill in based on the resume and the first interview.

An example of assessing a key skill is the quality of CRM.

Important! Depending on the experience and the context that the recruiter understands, it may be necessary to decipher or supplement the criteria. For example, it is not obvious to every recruiter what “key CRM practices” are. For such cases, we made additional calls to immerse ourselves in the context, or hints in the checklists (• there are no overdue tasks in CRM • there is an action plan for each account . ..)

The recruiter invited the candidate for an interview with the manager if he scored an average score of 4.5 ★ or higher. The best solution – for everyone who got 4.7★ and above, we agreed to set up an interview as soon as possible, regardless of the load. A couple of times I had to scatter other meetings. Priorities!

Scorecards work! Of the nine hired professionals, only three scored below 4.7★ with the recruiter.

3. Triggers

And remember, in Resident Evil 4 you open the door somehow, a huge zombie attacks you, and you need to quickly press the buttons otherwise game over. These scripted cutscenes are triggered and, if well written, bring the story to life.

MJ can draw corporate cliffhangers. Like!

In the middle of an interview, it often falls into a rut and goes along well. It’s roughly understandable, “I like it, let’s move on” or “I don’t like it, it’s unlikely that something will work out. ” Questions rather help to gather a more complete picture or probe additional risk areas. The ending is easy to “merge” and make optional.

Or you can change the dynamics a lot and make the interview livelier by revealing the candidate from a new perspective. I used everyday problems to get away from the hypothetical discussion and see what the person would try to do.

Example:

– What course of action would you suggest in a letter to a manager if a client is unhappy and asks for a significant discount?

What did you pay attention to:

• What the candidate will offer to write to the client
• What questions will he ask the manager, what steps he considers correct
• What ideas will

generate

• How independent is the candidate

I appreciated when candidates came up with a plan of action. Even if it’s not optimal, it’s a good start for discussing tactics.

Results and conclusions

Six out of nine people were found in less than 40 days. It’s better than the market average 🙂

Workable calculated that it takes about 40 days for SAAS companies to find a specialist and 50 managers in Customer Success

Together with new people, the team achieved in the fourth quarter steeper metrics for the current client base than in the past six months. After a crazy marathon, I made a guide for the Customer Development team based on checklists for hiring.

And formulated some personal conclusions:

I.

Prioritize investing in checklists, scorecards or evaluation criteria that recruiting is based on, and the first interview. High scores do not guarantee that you “hit the right person.” But among this group of people there will be more suitable candidates. To ignore this fact is a crime.

II.

Try to build the interview in such a way that at each stage you understand whether the candidate is moving to the next stage or is no longer suitable here.