Base B takes a new approach to managing remote teams, and it’s one that benefits our clients financially, culturally, and in high-quality products released onto the market. We decided to take a look at the difference between a remote team, remote workers, and a distributed team, why local knowledge is important when setting up at a new location, and why the Base B approach benefits the bottom line of clients, as well as their company's overall performance.

How did companies previously recruit for engineering teams?

In the days before remote engineering teams, startup companies would have to recruit locally, at local market rates, which, if they were based in the United States or Western Europe, could impair those companies' ability to hire fast enough. A team based in San Francisco will cost more to maintain than a team based in Kyiv, for example, but working to the same high standards. It goes without saying that, if you’re paying people too much, your company, whether it’s in its growth stage or in full maturity, may encounter financial or operational difficulties because of this.

The alternative was to open an office in another country, one with a high concentration of engineering talent but a lower average salary. There are several problems with this approach when it is done centrally, with people not experts in the new location.

One is, if a company decides to trust its own instincts on the location of a new office, and the team that fills it, without taking advantage of the expertise of people with deep local knowledge, there are problems that may emerge. There are risks going into a new country without guidance, because often a company does not know the local laws, or the local talent market. This can potentially mean missing out on top talent at best, or making a major administrative error at worst. The process of setting up an overseas office is also a major investment of money and time.

Remote engineering teams have full use of Base B's state-of-the-art facilities (photo: Base B)

Why is this no longer efficient?

Tech companies have enough to focus on, simply trying to create a successful business, while releasing a product to market on time and within budget. The chances are, even if a business is a disruptor with a new approach on an existing idea, or has a completely new idea, it’ll be up against established opposition that already has fully functioning teams. To beat the major players, new businesses need to think in a proactive, smart, way, from recruitment strategy to the onboarding process to an understanding of how best to manage remote software engineering teams.

The major multinationals are spending millions of dollars on building and fitting out their own international offices, advertising for, and staffing, teams to fill them, and training those new people on the products they are developing. That’s because they’re driven by the prevailing myth that every organization needs to build its own teams itself, completely from scratch. As we will explain, it doesn’t need to be like that.

Distributed teams, remote workers, or remote teams?

Many companies have followed business models based around one of distributed teams, remote teams, or a hybrid.

A distributed team is most commonly thought of as one which has a strong central headquarters, probably in the location where company management is based, but which then hires remote workers to fill positions that cannot be filled internally within that location. For example, a technology company may have all its developers, testers, and designers in its main office, but may wish to hire a copywriter or a marketer who works remotely - either from home or from a coworking space.

Opinion changes regularly over time in major corporations and startups alike as to whether or not the distributed team model is right for them. Investors also harbor skepticism about the effectiveness of a distributed team, feeling, with some justification, that it can lead to inefficiencies, and misalignment of aims and methodologies.

Meanwhile, so-called ‘digital nomads’ have gained a mixed reputation. Some are excellent, while some seem to have difficulty working alongside a disciplined team that often operates in a different timezone. Additionally, remote workers based in one country, but working alone, can pose a problem for a company’s onboarding process. How do you integrate into the wider organization someone who works separate from his colleagues? What can a remote worker bring that is quantitatively or qualitatively better than someone based with a team in an office? Solo remote workers are harder for managers to assess and get to know, compared to office-based team members. They also may cause morale difficulties for the rest of the team which are harder to resolve at a distance.

There is another option: remote engineering teams. Managing remote teams is easy, because with Base B, we hand-pick the best people for the job in Eastern Europe, giving them state-of-the-art branded facilities where the client’s bottom line is their priority. Remote software engineering teams such as those that work with Base B gel together seamlessly, work out of the same excellent premises, speak the same languages, and we make sure they, and the client’s management, are on the same page.

Base B thinks about the culture of client companies at every step in partnerships (photo: Base B)

The Base B approach to building remote teams, and why it works

As we mentioned, Base B has a different approach to managing remote teams. We don’t find individuals who then work from home or from a coworking space, because we do not find this approach optimal for building an effective team. Recruitment strategies for startups and other organizations so often focus on the type of person wanted, but not always the best way of managing them. Base B changes that.

This is where getting a trusted third party to manage remote engineering teams starts to look like a better idea. What Base B brings is expertise trusted by leading brands in crafting effective recruitment strategies for startups, and managing remote teams that will do an A+ job for the business at hand. We know the local market in Eastern Europe, we know how to keep costs down for our clients, and our hand-picked teams, selected with clients, will deliver results.

Hiring is done with a deep understanding of company culture at the client organization, and this is because client onboarding is just as important to us as staff onboarding. When we have comprehensively reviewed an organizational structure and needs, we ensure that every team member that comes into one of our remote software engineering teams, built with the client, is aligned fully with the stated goals of that client.

We find, screen, and select the candidates that are a good technical and cultural fit with an organization. Clients conduct recruitment interviews so that the individuals in the recruitment process get to know company management, and so that the client feels comfortable with everyone hired. We respect a client’s brand values, hiring according to a combination of skills, qualifications, and ‘fit’ for the company we are working with. We make sure that we’re bringing in the best of the best, because our comprehensive database is based on constant monitoring of the local market.

The key takeout

Remote engineering teams have a whole host of benefits for organizations which are either in their growth stage, or are fully mature. When it comes to remote teams, Base B has a high level of expertise on a market rich in talent. When you decide to set up your remote software engineering team in Eastern Europe, work with us, to make sure that you hire the cream of technical talent, and that they produce top-quality work for your needs.

Want to know more? Talk to us!