What makes a high-performing Dev team?
At our annual DevBoss event in Leeds last month, a group of expert software developers from a broad range of sectors discussed the future of software development. In today’s economy and against the backdrop of sweeping redundancies in the tech sector and the tidal wave of AI tools transforming how many jobs are performed, all businesses are striving to enhance efficiency and productivity through multiple solutions. In short, we are all doing more with less!
The group discussed how the success of software engineering teams directly impacts project and business failure rates. The room agreed that a highly effective software team is required for success, and there were several points made about the factors that create such a team. The top influencing factors mentioned by the group included autonomy for developers, flexibility, a feedback loop, focus on business outcomes, inspiring leadership, and a happy team. Here’s a bit more detail on what makes a high-performing software development team:
“As an Engineering Manager, I just try and make sure my teams have got all the support they need. Whether it’s delivery teams or platform engineering teams; just make sure that all the teams can work with each other correctly using good communication. Communication is super important to success.,” said Robert Knowles, Platform SRE Engineering Manager at William Hill.
By implementing these insights from experienced software developers, businesses can really do more with less, and achieve sustainable success.
You can see some highlights from last month’s DevBoss event below
Corecom’s Dev team is working with clients in the region on a variety of software development roles. Contact Jamie Harvey to learn more or browse our jobs here.
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What I wanted from this partnership was to be able to take a step back and free me up to focus on my other responsibilities in addition to recruitment. Working with Corecom alone made everything so straight forward. I wasn’t having to chase up several agencies and there was no duplication of candidates. Tunstall was their no1 focus and I trusted them to deliver, which they did. There was noticeable improvements in CV-to-interview and interview-to-placement ratios which was a real pain point before changing the model on how we worked together. Working on a retained basis gave me confidence that extra effort and resource would be put in to filling the roles.
