BEON.tech

FAQ - Preguntas Frecuentes

Retention & Engagement - Why engineers stay, turnover rates, engagement strategies

Retention & Engagement

Ensure project stability for remote developers in a startup by doing three things:

1.Prove financial and roadmap stability before hiring
◦Have at least 12 months of product roadmap and funding/revenue to cover their salary for that period.
◦Be transparent about funding stage, revenue, client base, and known risks so candidates can make an informed move from a stable job.
2.Structure roles for continuity, not “quick fixes”
◦Avoid hiring for very short engagements (e.g., 1–2 months) if you want top performers; they look for ongoing, impactful work, not one-off fire-fighting.
◦Design roles with a clear path beyond the initial 4–6 weeks so you can credibly say “if performance is good, we’ll keep you.”
3.Protect both reputation and talent with clear commitments
◦Use contracts with simple but real commitments (e.g., 30‑day termination notice) rather than purely at‑will, so people aren’t cut with no warning.
◦If things change, reallocate strong developers to other projects instead of abruptly letting them go to avoid churn and negative reviews that hurt future hiring.
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Remote team stability for long-term software projects is ensured by combining careful talent selection with a structured retention and support framework:

1.Hire for long-term, stable roles
◦Engage engineers only when you can keep at least 1–2 of them on your team for the long run, with a solid, funded roadmap (not short, on‑off hourly work).
◦Vet every engineer with senior technical leaders instead of relying on automated or third‑party screening.
2.Structured onboarding to prevent early attrition
◦Build trust before day one: sign clear agreements, provide required equipment (e.g., a new computer), and explain the project and expectations.
◦In the first 2–4 weeks, ensure they:
◦Meet all key leaders and teammates
◦Get all credentials and environment access
◦Deploy their first tickets and show value
◦Understand communication norms (async vs highly available, hours, channels)
3.Ongoing Talent Experience Management
◦Use a formal Talent Experience Management framework with dedicated coaches who:
◦Regularly check in with both engineers and your leaders
◦Surface mismatches (e.g., hired for frontend but doing backend; tasks too simple or too stressful)
◦Maintain a feedback loop starting a few weeks in, at 4–6 months, and again at 12 months with structured performance reviews and new goals
◦Monitor for burnout, boredom, or misaligned expectations and intervene early rather than waiting for resignations.
4.Retention as a first-class objective
◦Optimize for engagement, growth, and recognition rather than treating people as replaceable contractors.
◦Have contingency plans (re-alignment, coaching, or replacement when necessary) so delivery isn’t disrupted.

Companies like BEON.tech apply this approach end‑to‑end, from manually vetting around 150 developers spread across all countries in LATAM to running a dedicated Talent Experience Management framework that minimizes attrition and keeps remote engineers fully embedded in clients’ teams for the long term.

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Ensure long-term commitment from remote developers on consulting projects by:

1.Offering real stability, not short gigs
◦Target a minimum engagement of 6–12 months so developers are willing to leave current roles.
◦Avoid 4–8 week “one-off” projects unless there is a realistic path to longer-term work.
2.Use a contract-to-hire model with clear horizons
◦Start as contract-to-hire so both sides can validate fit over several months.
◦Allow eventual conversion to your payroll (often after 18–24 months) once trust and performance are proven.
3.Set expectations and structure upfront
◦Clarify project duration, growth opportunities, working hours, reporting lines, and performance expectations from day one.
◦Align on time-zone availability and avoid situations where developers feel forced to juggle multiple jobs.
4.Invest in onboarding and tangible commitment
◦Provide proper onboarding, clear leadership contacts, and the tools they need (e.g., company-issued laptop) to signal you’re serious.
◦Handle contracts, payments (including in local currency or preferred methods), and logistics smoothly.
5.Run an active retention and feedback process
◦Keep a structured feedback loop: regular check-ins with both your leaders and the developers.
◦Monitor for stress, boredom, or misalignment and adjust responsibilities to keep work challenging and engaging.
6.Guarantee continuity and replacements
◦Have a framework so if someone leaves or underperforms, you can quickly replace them without restart fees or long downtime.
◦Maintain at least 30-day notice periods to protect project continuity while keeping flexibility.

Companies like BEON.tech operationalize this with around 150 developers spread across all countries in LATAM, a 30-day termination term, no recruitment or replacement fees, and a Talent Experience Management framework focused on long-term, high-retention contract-to-hire relationships.

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In general, remote retention frameworks keep engineers engaged through proactive, structured check-ins, clear expectation alignment, and continuous feedback rather than day‑to‑day supervision. They focus on critical phases—onboarding, early ramp‑up, and ongoing reviews—to detect stress, boredom, or blockers early and correct course. In particular, companies like BEON.tech use a Talent Experience Management framework with dedicated coaches who run onboarding checklists, biweekly touchpoints, feedback loops, and semester reviews while leaving engineers fully focused on their daily work.

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BEON provides remote developers with paid time off (vacations and holidays), private medical insurance, paid internet service, and a paid co‑working space if needed. They also receive access to psychotherapy, unlimited online reskilling via platforms like Udemy, internal workshops, and at least one sponsored trip per year to BEON’s offices in Argentina for an in‑person “Ambassadors Week” experience.

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