Staff Augmentation 2.0’s White-Glove Benefits and Hidden Values

Engineering Staff Augmentation version 2.0 is designed to defy geographical limitations that have traditionally hampered the acquisition and deployment of highly proficient software development teams comprising talented engineers. This software outsourcing model provides impeccable support, enabling clients to assimilate developers into their teams for the long haul, thereby fostering integration with company culture and working processes.

The expression “White-glove service” denotes an elevated level of aid, accountability, and backup that engineers and customer teams receive from a larger group. This post will delve into how Staff Augmentation 2.0 can enable clients in executing their strategic initiatives and fulfilling their organizational objectives.

Both engineers and clients bank on the concerted efforts of multiple management departments and teams to provide assistance. Some examples of these supportive roles are human resources, finance, legal, marketing, and customer service. These departments and teams collaborate to ensure that projects are promptly executed, that resources are optimally allocated, and that client requirements are met within timelines.

  • Analysis and Relevance

    In the initial phase, the management team conducts an exhaustive assessment of the client’s technical and cultural prerequisites. This encompasses evaluating the technical mandates, organizational atmosphere and principles of the client, and collaborating with engineering managers to compile a dossier of fitting candidates for the client’s review and selection.
  • Integration

    Engineers who receive integration assistance can expect to be proficient in their responsibilities within 90 days of commencing their involvement, and be able to create a significant impact. Throughout this phase, the integration manager scrutinizes the progress of the developer and extends help when required.
    • Identify and fill any gaps in information
    • Create a plan for engineers to acquire any lacking expertise.
    • Facilitate an orientation procedure with engineering teams and clients by employing a checklist.
  • Engineering Guidance

    After developers have been recruited and integrated, internal managers are appointed to the engineering teams to provide continual technical supervision. Moreover, these managers may contact clients to gather input about the performance of the engineers. During these follow-ups, the following subjects are typically deliberated:
    • Superior Source Code
    • Velocity
    • Communication among Engineers
    • Professionalism
  • Strategic Relationship Management

    Relationship Managers are allocated to two distinct positions: Customer Advocates and Project Managers. Together, they guarantee that the engagement is yielding the intended financial outcomes for the client. Customer Advocates support their clients in obtaining their objectives, while Project Managers take charge of managing the project’s timeline and budget. Both positions are crucial in ensuring that the client is deriving the utmost value from the engagement.
    • Recognizing and resolving client apprehensions prior to any interaction
    • Ensuring regular follow-ups with clients
    • Rectifying any operational or business issues
    • Commencing regular financial record audits

At Staff Augmentation 2.0, we are dedicated to delivering the utmost level of assistance when it comes to client satisfaction and engineering productivity. Our engineering managers are committed to supporting software developers in every stage of a project, from the initial onboarding phase to the final delivery. We endeavor to provide the necessary support to our engineers to help them advance in their careers by conducting frequent one-on-one meetings, addressing technical issues, and providing feedback and guidance. We acknowledge that successful engagement is contingent on engineer retention, and hence, we strive to offer the right management level to ensure that our engineers remain content and productive.

At Staff Augmentation 2.0, we realize that a team of engineers can only achieve success if its individual members are accomplished. Therefore, we go above and beyond simply matching candidates’ competencies to job vacancies; we emphasize locating and verifying the most proficient software developers and assigning them a team of committed managers to assist them with all aspects of their engagement. Moreover, we always endeavor to ensure that the engineering and customer teams are communicating effectively, adhering to timelines, and unfailingly delivering first-rate outcomes in terms of speed and quality.

Learning about the attributes of a high-performing engineering team can offer valuable insights into the most efficient ways to grow and improve your enterprise. By comprehending the four fundamental elements of any successful engineering squad, you will be better equipped to establish and sustain a team that is competent enough to achieve the maximum level of performance.

Discover more on building and managing a high-performing engineering team by perusing our article, “4 High-Performance Team Qualities You Must Understand“. In this piece, you’ll come across valuable insights into the indispensable traits of a top-performing engineering team, in addition to suggestions on how to maintain your team’s high-performing status.

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