Hiring good people can be hard. Keeping good people can be hard. It’s made easier though if you can set your company apart as a place that people want to work at. But how do you make the community aware that that’s the case?

In a fast developing industry such as tech, the acquisition and retention of talent is a crucial success factor. Often, hiring through personal networks can lead to a quicker and more successful hiring process than traditional methods – and sometimes contacts can even encourage under-represented groups to apply for positions they wouldn’t consider otherwise.

The current status quo in running and scaling out teams is to have everyone work in the same office or in offices across different locations.

Our current methods for measuring a developer’s career progression are broken. At best, we count the number of days someone’s been paid to write code and massage that into a title. As a result, there’s no consensus as to what a given title means, leading to frustration for everyone.

From the outrageous to the sad, hiring experiences in tech can be really … bad! For the hiree and the hirer! From both sides of the table, Crystal has seen illegal and immoral behaviour — choices that damage companies as much as they damage individuals. Let’s do better. Please. We can improve this.

Managing people is hard. Managing people who aren’t like you is harder. As we push to build more diverse teams, how do we ensure everyone can succeed equally?