When new clients approach us, they are interested in getting absolutely the best engineers we have available. We don’t blame them. We are the same way when it comes to recruiting. We are on a nonstop mission to hire the best engineers out there. But sometimes, getting the best available engineer can become an overkill.
Getting the right engineer for the right job is much more effective than getting the best, most experienced, and most qualified engineer.
A case in point is our experience with vteam #409, which started in September 2013. Our client selected one of the best available engineers for his project. The team launched successfully and our client was happy with the work he was getting. A few weeks later, we observed something that disturbed us. You see, we have an internal process in which we regularly review all aspects of an engagement with a client. During a review of team #409, we observed that the work stream was steady but it mostly consisted of splicing PSD images to create HTML/CSS templates. Our engineer Umer M. was way overqualified to do this work on a regular basis.
This observation created a dilemma. The client was happy and paying top Dollar for top talent. But the nature of the work did not require top talent. If we did nothing about it, we would be doing a disservice to our client and to our engineer. Something had to be done.
Our team got in touch with a customer and offered him a cheaper and less experienced UI/UX engineer. On top of that, we offered our client a parallel period in which the new engineer would work in parallel with the senior engineer to ensure continuity in deliverables.
Today, our client is happy because we reduced his rate without impacting the quality of deliverables. Our senior engineer is happy because now we have put him on another team where he is being challenged to his limits. And we are happy because we not only did the right thing, but also because we have a continuous process in place which helps us improve our operations.