Why we believe internal promotions and professional development is the key to keep and grow Nordic Web Team

Why we believe internal promotions and professional development is the key to keep and grow Nordic Web Team

Why we believe internal promotions and professional development is the key to keep and grow Nordic Web Team We value our teammates and we have come to a point in time where we are really realising the value in keeping the team united. Therefore, we are working on a strategy on how to keep our teammates happy and make them want to stay and keep developing their skills at Nordic Web Team. We know for a fact that the more valuable a member of the team is, the more interesting will be for ot...

Why we believe internal promotions and professional development is the key to keep and grow Nordic Web Team

We value our teammates and we have come to a point in time where we are really realising the value in keeping the team united. Therefore, we are working on a strategy on how to keep our teammates happy and make them want to stay and keep developing their skills at Nordic Web Team.


We know for a fact that the more valuable a member of the team is, the more interesting will be for other companies, being continually offered until the moment when, almost certainly, in the absence of measures to counteract these offers from the inside, he or she  will leave, accepting one of the "temptations" that he or she was presented with so generously in a constant way!


It's a "battle" for the talent, but it's not necessarily a challenge in which the one with the biggest and greatest resources wins! It is rather the opposite, it actually  the intelligent ones, those who really want to do something on the retention side even with few resources and who is creative, and can find solutions to problems otherwise apparently impossible. It is a battle, indeed, but it is an asymmetric and guerrilla battle, in which creative solutions and understanding of needs matter more than more money.


Nursery of talents for the competition or?

And if we think about it ... what would be an alternative to these companies? To assume the role of a nursery and to bear the costs indefinitely? Costs of constantly recruiting substitutes for those leaving, costs of onboarding and training newcomers, indirect costs of fluctuation on the moral and organizational climate (which becomes like a vicious circle and continuous instability) and opportunity costs on the curve of productivity before new employees become truly efficient?


What a bigger loss for a company than to invest in a teammate as to when that teammate really becomes productive, he/ she decides to leave and sometimes where ... exactly to the competition, to make it a more painful departure!


But what if we multiply these figures by 10, by 20, by 30 or more? Suddenly, the money, time, and resources invested in resolving this haemorrhage could be better used to create and implement retention programs.


Nordic Web Team scratched his head and figured out what to do in terms of retention:

  1. Identifying the needs of each teammate. Having 1 on 1 conversations with the teammates works wonders, not just at the annual evaluations, but constantly, at least once per week with the newcomers and once per month with the veteran ones. Trimestrial we are having “Satisfaction surveys” which are completely confidential because we believe that- even though we are not judgemental people- it is important for everyone to feel free to voice their truth without hesitation.

  2. Internally promoting teammates who are ready to assume more responsibilities. 1 on 1 conversations means the world to a small company in which wants to retain its talents. For instance, we opened a position of Team Leader for our Romanian office, immediately we have received an application from one of our front-end developers, as well as other candidates with similar knowledge. After interviewing everyone, we have decided to promote our front-end developer, as he had, among other important qualities, also an immense advantage: being exposed already to the part of managing -without his knowledge-  having to maintain a working relationship between the clients and the developers.

  3. No micromanaging operations. At NWT there is a strong embedded policy which does not allow micromanaging to surface. We are believers of keeping the integrity of the team alive by offering them the possibility of independence in what concerns their day to day duties. We believe that the teammates do their best when they are allowed to integrate their talent (which is the natural capacity for excellence), with their skills (what they actually do) together with their knowledge (what they know). Therefore, we confer them the responsibility of being their own “bosses”.  Of course, we have people responsible for giving tasks, but the idea is that we are not feeling the constant presence of the Project Manager or CEO. We at NWT are pretty much allowed to carry on our own tasks as well, be it internally for the company or externally for our clients.

So we are a quite young company (founded in 2011). We don’t think that there is only one static road to success. We do believe that this road will change along the way. So by having an open minded culture where we actually get new ideas from our teammates (and we adopt to the good ones). We are hoping and striving for to create the best workplace!