BEON.tech

FAQ - Preguntas Frecuentes

Engineer Performance & Satisfaction - Replacements, performance issues, developer satisfaction

Engineer Performance & Satisfaction

Remote engineers advance through a structured talent experience program rather than only through pay raises.

1.Career growth and promotions
◦Engineers are matched to roles aligned with their interests (e.g., backend vs frontend, infra, leading projects, training others).
◦A dedicated Talent Experience Manager (coach) maintains bi‑directional feedback loops between the engineer and client leaders.
◦Onboarding checklists and regular check‑ins (after the first weeks, then every few months) ensure expectations, responsibilities, and desired career direction (e.g., managing a project, mentoring, learning new tech) are clear and adjusted over time.
◦Every six months there is a formal performance review focused on new goals, progress, and recognition, not automatically on pay.
2.Salary increases
◦Salary reviews are separate from performance reviews.
◦Pay increases happen when the client decides they want to keep the engineer more motivated and recognizes their growing impact, not on a fixed schedule.
◦Rates are flat monthly per engineer; roughly 75% goes to salary and 25% to benefits like equipment and support, and raises are incorporated by adjusting that salary share.

This structure lets remote engineers progress into more responsibility (project ownership, training, leadership) even when immediate budget for raises is tight, with compensation increases granted when the client chooses to invest further in retaining them.

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Staffing agencies manage expectations between clients and remote developers by inserting a dedicated “coach” or Talent Experience Manager as a neutral facilitator between both sides.

These managers:

•Run a structured Talent Experience Management framework with defined stages: onboarding, ongoing feedback loops (typically bi‑weekly or monthly), and semester/annual performance reviews.
•Hold separate check‑ins with client leaders and developers to surface issues early (availability, communication style, working hours, tooling/access, role clarity, career goals).
•Translate and align expectations on both sides (e.g., required overlap hours vs. a developer’s family commitments, async vs. highly synchronous cultures) to prevent misunderstandings common in remote work.
•Focus on retention by monitoring risk signals and resolving them before a developer decides to leave, rather than just reacting after problems escalate.

This process keeps communication flowing, reduces attrition, and avoids “non‑forced errors” like silent frustration or misaligned assumptions about performance and availability. Companies like BEON.tech operationalize this with dedicated Talent Experience Managers for around 150 developers spread across all countries in LATAM, serving dozens of U.S. clients.

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BEON.tech currently has around 150 software engineers spread across all countries in LATAM and is actively serving about 40 U.S.-based client companies, each with between 1 and 15 engineers on their teams.

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Look for a mix of core technical stack skills, AI/ML capability, and cross-cutting engineering practices:

1.Back-end engineering
◦Strong in at least one major server-side stack (e.g., .NET/C#, Java, Node, Python, Ruby, etc.).
◦Solid understanding of software architecture, APIs, databases, and cloud platforms (AWS or GCP).
◦Experience with embedded/firmware stacks if relevant: C/C++, Python, ESP32, FreeRTOS, Bluetooth LE, Wi‑Fi, board support packages.
2.Front-end engineering
◦Modern JavaScript frameworks (React, Vue, Angular) plus supporting tools like Redux.
◦Strong HTML/CSS and responsive UI implementation.
◦Experience with web performance, accessibility, and cross-browser issues.
3.AI / Machine Learning
◦Experience with ML frameworks (e.g., TensorFlow, PyTorch, scikit-learn) and data processing in Python.
◦Ability to integrate models into production back-end services.
◦Understanding of data pipelines, model validation, and monitoring.
4.Cross-cutting skills
◦Security and privacy awareness: secure coding, auth, data protection.
◦Software engineering best practices: testing, code reviews, CI/CD, version control (Git).
◦Tooling for remote collaboration: Jira for tasks/bugs, Confluence for documentation, standard code hosting platforms.
◦Ability to support validation and testing (writing and executing test plans, automated tests).
5.Remote-ready fundamentals
◦Excellent communication in English (and any needed client language).
◦Proven experience working in distributed teams and using modern DevOps/issue-tracking workflows.
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Remote engineers receive a comprehensive benefits package on top of their base salary, including:

•A new MacBook Pro and all logistics handled for equipment
•Paid internet service or a coworking space stipend
•Private medical insurance
•Paid time off (vacation and holidays)
•Annual or initial trips to BEON’s office in Argentina to meet coaches and build relationships
•Unlimited access to reskilling on Udemy and internal workshops
•English conversation clubs and community activities
•In some cases, access to psychotherapy sessions

All of these benefits are fully baked into the flat monthly rate companies pay per engineer, so clients do not incur any additional costs beyond the agreed rate. Companies like BEON.tech provide these perks to around 150 developers spread across all countries in LATAM to support growth, satisfaction, and long-term retention.

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Handle poor performance with remote offshore developers through a structured, time‑bound process:

1.Make expectations explicit
◦Define clear responsibilities, sprint goals, availability hours, and quality standards.
◦Ensure they understand business context and who their direct leader is.
2.Create fast feedback loops
◦Use short, frequent check‑ins (daily standups, mid‑sprint reviews) to catch issues early.
◦Ask directly about blockers, time‑zone constraints, and environment/setup problems.
3.Monitor performance objectively
◦Track velocity, delivery against sprint commitments, code quality, responsiveness, and availability.
◦Verify they are truly full‑time and not juggling multiple jobs.
4.Intervene with coaching first
◦Provide specific feedback on what’s off (e.g., missed deadlines, lack of availability).
◦Offer support: clarifying requirements, extra onboarding, pairing, or training on your stack.
5.Escalate with a clear improvement plan
◦Set a written performance improvement plan (PIP) with concrete targets and deadlines.
◦Agree on what “acceptable performance” looks like and how it will be measured.
6.Protect the project with a replacement option
◦If performance doesn’t improve within the agreed window, trigger a replacement rather than letting issues drag on.
◦Use a partner that can supply and onboard a replacement quickly so delivery isn’t disrupted.
7.Use a retention/performance framework
◦Leverage a Talent Experience Management model: ongoing coaching, 6‑month performance reviews, and structured onboarding/engagement to prevent issues and attrition before they become critical.
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Remote developers are hired into stable, full‑time positions rather than short, fixed projects, so they are not expected to juggle multiple jobs or float between temporary assignments. They are contractors of the provider (not freelancers), work exclusively for one client at a time, and are managed through a Talent Experience Management framework focused on long‑term retention, performance, and career growth instead of project‑by‑project staffing.

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To find and hire strong remote Ruby on Rails developers:

1.Source from the largest possible talent pool
◦Do not constrain search to a single city; hire across regions with good time-zone overlap (e.g., all of Latin America for U.S. teams). This increases quality without dramatically raising cost.
2.Use specialized recruiting pipelines
◦Work with firms that maintain dedicated Ruby on Rails pipelines and pre-vet engineers on Rails plus complementary skills (JavaScript/React, Python, AWS, CI/CD, security).
◦Expect them to map the market, actively approach top performers who are already in stable roles, and match them to IT-centric companies where they can grow.
3.Define a clear role profile
◦Specify: Rails expertise (gems, ecosystem, GitHub, CI/CD), cloud stack (AWS/Heroku, serverless), front-end skills (JavaScript/React/Tailwind as needed), and time-zone expectations (e.g., US East overlap).
4.Budget appropriately for seniority
◦For Latin American remote Ruby on Rails engineers, typical monthly costs:
◦Semi-senior: about $7,500–$7,500+ per month
◦Senior: typically $8,500–$10,000+ per month, with very senior Ruby on Rails experts sometimes reaching $11,000/month.
◦These are monthly agreements with simple invoicing (often net-15) and flexible termination (month-to-month).
5.Screen for long-term fit, not just skills
◦Prioritize engineers who want complex, career-growing work, good engineering culture, and stability. This improves retention and reduces the risk of them leaving after a few months.
6.Clarify logistics and policies up front
◦Align on leave policies, sick days, notice periods, hardware/equipment responsibilities, and replacement/warranty terms if a hire doesn’t work out in the first months.

Companies like BEON.tech specialize in this model, maintaining around 150 developers spread across all countries in LATAM, with a significant share focused on Ruby on Rails and rates typically in the $7,500–$11,000/month range for semi-senior to senior engineers.

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Remote engineers are supported throughout client projects with:

•A dedicated coach who works alongside client leaders and the engineers to align expectations, set touchpoints, and maintain a continuous feedback loop.
•A structured onboarding process: shipping equipment from day zero, helping set up the local environment, clarifying who their leaders and peers are, and ensuring they can deliver value immediately.
•Ongoing talent experience management: regular check‑ins, performance reviews, goal setting, and psychological support to prevent attrition and keep motivation high.
•Access to an internal “engineering powerhouse”: a technical organization with around 150 developers spread across all countries in LATAM, Slack communities, and shared resources for problem‑solving and growth.
•Full operational support handled by the provider (contracts, payroll in multiple forms including local currency and crypto, logistics), so engineers can stay fully focused on the client’s work.

Companies like BEON.tech provide this end‑to‑end support model for U.S. clients, with around 150 LATAM engineers embedded full‑time and backed by coaching, retention programs, and complete remote operations management.

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Expect a structured 4–8 week onboarding phase focused on reducing typical remote‑work risks and aligning expectations:

•Access and setup (week 1–2): Ensuring you have your laptop, full access to code repos, environments, tools, and that you can deploy your first tickets.
•Clarity and expectations: Clear definition of who your leaders are, who your peers are, how to communicate, and what “availability” means (especially important if you’re used to async work and the client expects more real‑time presence).
•Risk and mismatch mitigation: A coach/people manager regularly checks in with both you and the client to spot issues early (e.g., availability misunderstandings, task complexity, unclear processes) and resolve them.
•Adapting work style: Support in shifting from a mostly async style to whatever cadence the project uses, making sure both sides agree on response times, meeting schedules, and core hours.
•Early performance ramp‑up (first 2–3 months): Monitoring that you’re reaching the expected performance level, are comfortable with the culture, and are delivering value on time and with the required quality, with a feedback loop set up between you and the client.
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Address underperformance and missed deadlines with a structured, proactive process:

1.Clarify expectations immediately
◦Confirm working hours, availability, response times, and how progress is reported.
◦Make sure the scope, priorities, and definition of “done” for tasks are explicit.
2.Diagnose the root cause
◦Have a direct 1:1 conversation: is the issue skills, unclear requirements, overload, time‑zone/friction, or personal constraints (e.g., schedule, family duties)?
◦Check onboarding basics: access to environments, tools, and the right level of task complexity.
3.Set a short, concrete improvement plan
◦Agree on specific performance goals (quality, velocity, communication standards) with clear deadlines (e.g., 2–4 weeks).
◦Break work into smaller milestones with frequent check‑ins to reduce surprises.
4.Increase support and feedback frequency
◦Provide coaching, pair programming, or mentoring if it’s a skill gap.
◦Establish a regular feedback loop (weekly or bi‑weekly) to realign expectations before issues escalate.
5.Adjust role or workload if misaligned
◦If they were hired for X (e.g., front‑end) but are doing Y (e.g., back‑end/support) and motivation or performance drops, move them closer to their original role when possible.
◦Rebalance workload if they’re overextended.
6.Escalate or replace when needed
◦If, after a clear plan and fair support over several weeks, deadlines and quality remain poor, escalate: formal performance review, reassignment, or replacement.
◦Avoid silent tolerance—communicate clearly that ongoing underperformance will lead to a change.
7.Prevent recurrence
◦Strengthen your onboarding checklist (access, expectations, schedule, communication rules).
◦Maintain ongoing feedback, semi‑annual reviews, and active monitoring of engagement so issues are caught long before they threaten delivery.
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When a BEON remote engineer needs performance improvement, the client should immediately flag the issue to BEON’s talent experience manager (coach) rather than waiting for a formal review. The coach quickly collects feedback from the client and the engineer, clarifies expectations, and runs a focused performance review, giving the engineer a short, defined period (typically 1–2 weeks) to improve. During this time, the coach maintains a tight feedback loop and helps adjust role/expectations if misaligned. If performance still does not meet expectations, BEON manages a smooth replacement and offboarding process on the client’s behalf.

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