Stop blaming Brexit for a brain drain
Brain drain. Talent drain. The only thing that is truly draining ahead of March 2019 is hearing tech leaders use Brexit as an excuse for not being able to build a great team.
As any founder knows, staff are the beating heart of the company and the most vital asset that you have.
Tech Nation’s 2018 report surveyed a number of tech founders who cited access to talent as the most common challenge. This surprised me, because as my company has moved from startup to scaleup, this is one area that’s never been a problem.
Founders are doing a disservice to UK tech workers by suggesting that nobody in this country is capable. And this is more of a management issue than anything else.
Recruiting the kind of young people who thrive in tech companies requires careful attention to their workplace requirements.
Great talent deserves to be competed for, and while every hire you make is a sell to the individual, what’s clear is that young people look for more than just a paypacket – they are motivated by interesting, valuable work.
So if startups want to build a framework for success, here are the main areas to work on.
Early doors
For a startup, the 100-day induction plan is non-existent.
All businesses, however, need a framework that will quickly develop inexperienced younger talent, so they can add to a company’s growth early on. Ensure that experienced, high-powered teams are able to welcome new-starters by giving them the right exposure.
One local 17-year-old recruited to our development office in Edinburgh had no experience, but by rapidly upskilling him, he was able to code on our main product after one week.
Make it safe to fail
With the right infrastructure, the learning curve of employees doesn’t impact negatively on the end result.
Tech companies should allow the stack to be broken into pieces and worked on without any one person needing to know everything. Specialise people in certain areas, but realign the work every two weeks for a clear focus.
Not only does this breed a test-and-learn environment but it also allows people to adapt quickly and add value from day one.
For example, the Financial Conduct Authority introduced the regulatory sandbox for fintech companies to test propositions in the market without full regulatory approval.
Similarly, startups can introduce new ways of working so employees can try things out in a safe setting, without their trials obstructing the tasks at hand.
Opt for a flat structure
As chief executive, I meet every recruit in their first week so they know that everyone in the business is accessible.
It’s this support that allows younger employees to seek help where it’s needed and own their progression – instead of being micromanaged and feeling like a drone within a constraint system.
An agile management approach requires a flat structure to be properly effective, because new challenges and initiatives are worked on every two weeks. During this period, everyone’s opinions and ideas are regularly shared, and younger staff members feel comfortable contributing theirs.
One apprentice in their tenth month said that one of the best aspects of his job was being able to coach those just starting out.
The best advice I’d give to the founder of a new business is to stop thinking of yourself as a startup. To a startup, everything is a cost, whereas mature businesses buy on value.
Don’t treat talent as a cost on a balance sheet. Recognise people’s worth.