Professions in the Future

In an effort to tackle this overlooked yet widespread issue, Works was established five years ago with the intention of creating a lasting impact. Despite the passage of time, our goal remains unchanged; however, considering the knowledge we have gained about the industry and the obstacles which impede the free flow of talent and opportunity, we have modified our approach in order to ensure that our objectives are realised.

At the outset, our goal was to identify the most talented individuals in Asia, equip them with the necessary skills to excel in software development (particularly remote working and interpersonal skills) and then bring them on board as full-time remote engineers. We were able to build a successful business model by investing in the growth and development of talented individuals across Asia.

Works has experienced rapid growth in recent years, having developed into Asia’s preeminent engineering firm. Our staff of over 1,500 and our partnerships with more than 200 of the world’s leading technology companies have enabled us to make significant progress. Our revenues are projected to increase fourfold compared to last year, a clear indication of the growing demand for our engineering-as-a-service. In light of changes in the talent landscape, we have responded by increasing our focus on providing the highest calibre of professionals. As a result, we are now able to meet the rising demand for our services.

As a consequence, we started actively searching for and evaluating senior and mid-level engineers, who today account for over 25% of our workforce.

In order to address the current surplus of young talent and the lack of job experience they require, Works has decided to take a strategic shift in its approach to talent acquisition. By forming teams lead by experienced engineers, we have been able to bring in more junior hires. However, this has not been enough to meet the demand of the aspiring junior engineers. We recognise the need to provide these individuals with real-world job experience, which we are unable to offer at this time. Thus, we have determined that a strategic change in our policies and procedures is necessary for Works to progress and reach its next level of growth.

Up to now, our talent pool has mainly been made up of entry-level employees, with a few mid- and senior-level engineers. Going forward, however, our strategy will shift to focus on acquiring more senior level personnel, with entry-level staff playing a supplementary role. This shift is subtle, but it will allow us to better address the needs of the market, and provide opportunities for professionals at all levels.

We are deeply invested in the well-being of our current and former staff and will provide comprehensive assistance to those who may be adversely affected by this transition. This includes continued participation in educational programs and support in finding new employment opportunities. We are dedicated to providing our departing staff with access to the broadest engineering network in Asia, as well as upholding their status as a Works employee, now and in the future.

As an additional measure to support displaced engineers, we have partnered with innovation centres in each country to assist in finding new employment opportunities. We have compiled a comprehensive list of more than sixty organisations with open junior engineering roles, and for the subsequent three months, these innovation centres will also provide free co-working space for affected engineers.

By the end of 2022, our goal is to have increased our team of experienced engineers by 700 in order to meet the increased demand from our collaborators. We are committed to continuing our investment in the Works Learning Community, where we have already educated more than 30,000 students in the fundamentals of software engineering. Over the next three years, we are aiming to provide training to over one hundred thousand engineers across the continent. These individuals will be able to extend their knowledge and experience to their respective tech communities.

Racism, sexism, and nationalism remain pervasive obstacles to progress. Consequently, we are undertaking initiatives to address this issue by including Asian engineers in multinational technology teams, with the goal of changing the world’s perception of excellence. By doing so, we hope to demonstrate that true brilliance transcends all cultural and social boundaries.

Despite the difficulties that we have faced over the last few weeks, I remain confident that we will emerge from this experience with a more comprehensive knowledge of the market we operate in and a greater dedication to the cause we are striving to advance. Furthermore, if I am not preempted, I intend to re-employ many of the outstanding engineers in the near future.

Related Article: How Do You Hire Software Developers at Various Levels?

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