????聰明的創(chuàng)業(yè)者都知道，一家公司是成功獲得融資并推出產(chǎn)品，還是默默飲下失敗的苦酒，關(guān)鍵在于是否擁有一流的團(tuán)隊(duì)。在組建團(tuán)隊(duì)時(shí)，招聘開發(fā)人員可能是最棘手的任務(wù)之一，對程序編碼一竅不通的創(chuàng)業(yè)者，在這方面更是如同盲人摸象一般。筆者近期采訪了Toptal公司CEO塔索?杜瓦爾。Toptal是一個(gè)由工程師創(chuàng)辦的工程師網(wǎng)絡(luò)，僅有3%的工程師通過了嚴(yán)格的篩選過程，成為該網(wǎng)站的會員。杜瓦爾就如何評估一名程序開發(fā)員提供了下列十條建議：

????1. 列出具體的技能與文化要求。

????寫下?lián)芜@個(gè)職務(wù)的人“必須具備的技能”，以及你對理想人選的“期待技能”。沒有人是完美的，但你可以盡可能找到最佳人選。如果你要招聘一名iOS開發(fā)員，他或她必須精通Objective C、分鏡技巧和多線程編程，你應(yīng)該在一開始便評估這些能力。

????如果他們懂得后端Java代碼或套接字，那自然“更好”，但這些并非日常需求，所以也就不要因?yàn)楹蜻x人沒有這方面的經(jīng)驗(yàn)而將其淘汰。當(dāng)公司尋找工程技術(shù)人才的時(shí)候，這種吹毛求疵只會延長招聘周期。

????如果你有一支遠(yuǎn)程辦公的團(tuán)隊(duì)，那么選擇那些需要每天面對面接觸的人，便和團(tuán)隊(duì)文化不契合。如果你的團(tuán)隊(duì)高度職業(yè)化，你們便很難與有“黑客”個(gè)性的人共事。了解公司文化，詢問工程師們更喜歡哪種工作環(huán)境。

????2. 了解市場行情。

????有的創(chuàng)業(yè)者認(rèn)為他們可以用折扣價(jià)吸引優(yōu)秀的人才。目前工程師市場需求巨大，并且需求量與日俱增。自由職業(yè)的工程師因能力差異，時(shí)薪會有所差別。你最好了解市場行情，否則你可能出價(jià)過低，錯(cuò)過好的機(jī)會，或者對方要價(jià)過高，因?yàn)樗麄冎滥悴⒉欢小Ｋ麄円獌r(jià)高，可能因?yàn)樗麄兪亲畎舻模灿锌赡芤驗(yàn)樗麄冋J(rèn)為你很幼稚。制定預(yù)算，了解根據(jù)這項(xiàng)預(yù)算，你可以找到具備何等能力水平的人才。

????3. 尋找具有團(tuán)隊(duì)精神的人。

????眾所周知，工程師們都是習(xí)慣自己工作的“獨(dú)狼”。這一點(diǎn)沒什么大不了，因?yàn)樗麄兠刻於荚趯懘a，但除此之外，他們必須及時(shí)回應(yīng)公司的要求，并遵守每天和每周參加例會的強(qiáng)制規(guī)定，不能有任何抱怨。確保他們能每天與團(tuán)隊(duì)成員進(jìn)行溝通，幫助落后的團(tuán)隊(duì)成員，對項(xiàng)目的成功至關(guān)重要。

????4. 他們能否按時(shí)完成工作？

????產(chǎn)品交付路線圖與迭代周期是軟件開發(fā)的推動(dòng)力，這些通常都會涉及截止期限。詢問他們能否按時(shí)完成工作，如果他們無法在截止期限內(nèi)完成任務(wù)會發(fā)生什么，若工作進(jìn)度落后，他們會如何提醒上司等。

????塔索解釋稱：“最糟糕的情況是，一名工程師一直告訴你任務(wù)進(jìn)展順利，直到交付日期你才發(fā)現(xiàn)，他距離提交成品仍相去甚遠(yuǎn)。這會拖延整個(gè)團(tuán)隊(duì)的進(jìn)度，甚至影響整個(gè)公司。一定要審查工程師是否具備按時(shí)完成工作的能力，并且要確定在進(jìn)度落后時(shí)，他或她能夠與團(tuán)隊(duì)實(shí)時(shí)溝通。”

????筆者也曾遭遇過這樣的問題。當(dāng)時(shí)我們將Due公司的開發(fā)任務(wù)外包給代理商。結(jié)果他們超過了截止期限，從來沒有按時(shí)提交產(chǎn)品。這讓我不得不考慮尋找其他合作伙伴，我想許多人肯定會做出與我一樣的決定。

????5. 標(biāo)準(zhǔn)。

????確定一名工程師編寫代碼時(shí)的標(biāo)準(zhǔn)，以判斷你是否會遭遇漏洞和系統(tǒng)崩潰。你還要保證他們不會給負(fù)責(zé)代碼的下一位開發(fā)者造成麻煩，所以，了解工程師們的注釋方式至關(guān)重要。為了保證產(chǎn)品質(zhì)量，公司應(yīng)該執(zhí)行和落實(shí)與公司各個(gè)方面相一致的標(biāo)準(zhǔn)。

????6. 愿意接受指導(dǎo)

????許多雇主面臨的最大的問題之一是，員工不愿意接受反饋。愿意甚至希望得到指導(dǎo)的員工，在任何公司都有長期的發(fā)展?jié)摿Α?/p>

????7. 查看他們的作品。

????令人意外的是，有些工程師自豪地將其作品鏈接發(fā)給你，結(jié)果你發(fā)現(xiàn)其中漏洞百出。要求查看其作品的演示樣本，并且一定要向其推薦人求證，確認(rèn)他確實(shí)參加了相關(guān)項(xiàng)目。

????8. 快速原型開發(fā)測試。

????通過對一項(xiàng)功能的快速原型開發(fā)，檢驗(yàn)工程師是否真正精通某種技能，這種做法在如今并不少見。許多大公司的CTO都會要求開發(fā)人員用數(shù)個(gè)小時(shí)快速對功能集進(jìn)行快速原型開發(fā)，以確定他們所具備的能力，而CTO則坐在旁邊，查看電子郵件，偶爾看看時(shí)間。觀看開發(fā)人員編寫代碼，并要求其介紹開發(fā)過程、他們在做什么以及這么做的原因等，可以幫助你了解他們是否是理想選擇。

????9. 不要著急。

????所謂欲速則不達(dá)。制定一個(gè)招聘流程，包括電話篩選、現(xiàn)場面試、同行面試和快速原型開發(fā)測試等步驟。這些步驟可以確保你所找到的人具備必要技能，并且文化上與公司契合，還可以在你決定聘用之前便使團(tuán)隊(duì)了解到任何危險(xiǎn)信號。

????10. 他們是否有人脈？

????最后但同樣重要的一條是，候選人是否可以接觸到其他開發(fā)者？招聘開發(fā)人員的成本極其昂貴，如果一名工程師在未來可說服其他同行加入你的公司，這表明他具有領(lǐng)導(dǎo)潛力，善于團(tuán)隊(duì)合作，并且很有人緣，是公司的寶貴資產(chǎn)。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????審校：任文科

????Every savvy entrepreneur knows that having an A-plus team is the difference between successfully raising capital and getting a product launched, versus looking down the cold, hard barrel of failure. Hiring developers can be one of the most daunting tasks when it comes to choosing team members, especially for the entrepreneur who has little to no coding skills and might be flying blind. I reached out to Taso Du Val, CEO of Toptal, a network of engineers created by engineers. Only 3 percent of engineers considered are accepted following a rigorous screening process. Here’s 10 tips Du Vall offered for evaluating a developer:

????1. Outline skill and culture specifics.

????Write down all the “must-have’s” the person needs to fill the position, and the “l(fā)ike to haves” that the ideal candidate will have. No one will be the perfect candidate, but you can come close. If you’re hiring an iOS developer and he or she must have Objective C, story boarding and multi-threading, that must be evaluated during the initial call.

????If it would be “nice” if they knew Java for back end or sockets, but it won’t be required on a daily basis, don’t toss out candidates because they don’t have that experience. That pickiness results in a longer hiring cycle while companies look for engineering unicorns.

????If you’re a remote team, it may be a bad culture fit to pick someone who needs hand holding daily. It’s also tough to work with some “hacker” personality types if your entire organization is extremely professional. Know your company culture and ask questions about what type of working environment the engineer prefers.

????2. Know the market price.

????Some entrepreneurs think they can grab great talent at a discount price. Engineers are in demand, and the demand is only going up. Freelance engineers will have a range in hourly rate for their skill. You better know the market price or you may underbid and lose them to another opportunity, or overbid because they know you aren’t savvy. They may be expensive because they are the best, or maybe because they think you’re naive. Have a budget, and know what skill set you’ll get for that budget.

????3. Look for team players.

????Engineers are notorious for being lone wolves who like to work alone. This is fine when they’re typing code all day but they need to respond to requests in a timely manner, and can’t complain about participating in mandatory daily and weekly SCRUMs. Ensuring they will communicate daily and help team members who fall behind areimportant for the project.

????4. Do they hit their deadlines?

????Product roadmap deliverables and iteration cycles are what drive software development, and these are always tied to deadlines. Ask questions about hitting deadlines, what happens if they don’t hit their deadlines, and what they’ll do to alert their manager when they fall behind.

????“The biggest nightmare is an engineer who tells you he’s on course, only to find out on delivery day he’s not even close to submitting. It sets your whole team back, and possibly your whole company,” explains Taso. “Be sure to really vet the engineer’s ability to not only hit deadlines, but communicate accurately when he or she might be falling behind.”

????I’ve personally noticed this problem when outsourcing some of our development work for Due to agencies. They miss deadlines and aren’t ever on-time with deliverables. This caused me, and I’m sure many others, to start looking elsewhere.

????5. Standards.

????Determine an engineer’s standards when coding to determine whether or not you’ll have bugs and crashes. You’ll also want to make sure they’re not causing any problems for the next developer working on the code, so knowing how they comment could be vital. Standards consistent with every aspect of your business should be implemented and followed to ensure quality.

????6. Coachability.

????One of the biggest problems that any employer faces is an employee who can’t take feedback. A great employee who takes coaching, and even wants coaching, is an employee who will have long term viability at any company.

????7. Check their portfolio.

????Surprisingly, some engineers will send you links to their portfolio proudly, and its a buggy product. Ask to see a demo of their portfolio and always check their references to rest assured that they actually worked on the project.

????8. Rapid prototyping tests.

????Rapid prototyping a feature to see if an engineer really isadept at a certain skill set isn’t that uncommon these days. Some CTO’s at larger organizations have been known to have developers rapid prototype feature sets for hours to confirm their skill set, all while he sits there, looks at emails, and occasionally watches. Watching the developer code and having him or her walk you through the process, what they’re doing and why, will help you understand if they will be a good fit.

????9. Don’t rush.

????Rushing will often get you the wrong fit. Create a process that includes a phone screening, an in-person interview, a peer interview, and a rapid prototyping test. These steps will assure you the person is skilled, a cultural fit and will reveal to your team any red flags before you hire.

????10. Do they have a network?

????Last but not least, does this person have access to other developers? Hiring developers is incredibly expensive, and engineers who can convince others to join your team down the line clearly has leadership potential, a team player, is well liked, and a great asset.