The Future of Work

Software development
For Employers

Six Strategies to Encourage Innovation in Software Development

Here are six ways business leaders can drive innovation in their company, especially in the software development sector

Innovation in software development is instrumental for businesses to set their products and services apart from their competitors. Software innovation drives the change that later gets adapted as industry trends. 

Innovation in software development is even more critical because engineering teams focus heavily on technical superiority. While this is great, it might make businesses become less forward-thinking and find themselves disconnected from the end-users of their products and services. 

Businesses need to build a culture of innovation to stay on top of their game. 

In this post, we’ll talk about six ways you can drive innovation in your business, especially in the software development sector.

Build an offshore software development team

offshore software development team

Build an offshore software development team

Building an offshore team for software development can be beneficial for any organization, primarily when focusing on innovation.

A dedicated software development team is a powerful resource for companies who want to push the boundaries in their industries. 

Not only does it enable them to access talent from all over the world and hire solely based on their skills, but they can also take advantage of the diversity of their team. When highly qualified developers from different cultures come together, it can help the company gain an edge in brainstorming and creativity. 

Give your software development team time to be creative

Innovation doesn’t happen when you deem it to happen. If employees spend their entire day completing their tasks, they have no room to think creatively. Innovation needs patience and time. 

Giving your developers ‘thinking time’ is essential to generate out-of-the-box ideas that can help drive the business forward.

At Turing, we hold Innovation Hub days where we brainstorm any creative ideas the members have and see how the company can implement the best ideas. 

Another alternative is organizing hackathon sessions where developers can solely dedicate time from their schedule to develop and test new creative ideas. 


Simply establishing a culture where you brainstorm creative ideas isn’t enough. For true innovation to happen, businesses need to have a system to implement these ideas. 

Innovation in software development needs managers to take the step to give life to their ideas. When engineering managers take the initiative to execute their team’s ideas, it builds a culture where continuous innovation is actively encouraged. 

Acknowledge and reward your software development team for their contributions

Software development team

Reward your software development team

Recognizing your developers’ contributions has long been a cornerstone for job satisfaction and future performance. It helps employees understand that their organization values them and their contributions.

While most companies think that big bonuses are the only way to reward employees, that’s not true. Beyond compensation, businesses can offer rewards as simple as a more flexible work schedule, paid leaves, or the opportunity to develop a unique idea into a proper project. 

Such recognitions help employees gain the motivation to continue working hard and feel secure in their value.

Happy and satisfied employees are much more productive than stressed and underappreciated employees in terms of innovation.

Which software innovation trend do you think will be the most popular in 2022?

Allow your team to fail

If you’re looking for innovation in software development, you need to give your developers the freedom to pursue their ideas and not push them to win every time.

When businesses penalize their employees (by asking them to work overtime or firing them), it discourages them from finding new ideas and taking the risk to implement them before discarding them.

The secret to promoting innovation in software development teams is not expecting the team to be successful every time but instead adopting an open, risk-free environment and a company culture that doesn’t chastise failure. 

If something goes wrong, have your team’s back and encourage them to treat it as a learning experience.

You can go one step further and encourage your software development team to embrace the ‘dare to fail’ attitude. For example, Google rewards its employees for failing. By publicly applauding their staff for their failures, Google has encouraged its scientists and engineers to test their more daring ideas without the fear of facing repercussions. 

Leaders should be involved in the process

Team leads and managers are primarily responsible for creating an environment that encourages innovation. Therefore, team members should build a sense of trust and dependence on their leaders for innovation in software development. 

If your developers feel like you’re open to embracing new creative ideas and acknowledging their contributions, they’re more likely to put in the effort.


The pandemic has increased the demand for software technologies. Therefore, innovation is the only way for businesses to keep up and set themselves apart from their competitors. 

With the strategies listed in this post, you can develop an effective way to boost innovation in software development in your organization.

You can read the complete article here

However, one obstacle you need to overcome before doing anything else is finding capable developers who can implement them. 

Turing is a deep jobs platform that allows businesses to recruit experienced senior remote software developers. Turing’s tried-and-tested vetting process gives you the freedom to have your pick of qualified software developers. 

You’ll have access to a talent pool of the top 1% of 1M skilled and experienced developers with strong technical and communication skills who can work according to your requirements.

Tell us the skills you need and we'll find the best developer for you in days, not weeks.

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By Dec 14, 2021
benefits of remote work
For Employers

The Benefits of Remote Teams for Building Software

Should you build a local workforce or prioritize remote work and hire globally? This blog compares both these aspects for building a software team

Finding talented and experienced software developers is an evergreen challenge. Companies spend a significant amount of time, effort, and capital to build and manage a software development team that’ll help them stay on top. However, remote work has completely changed the way businesses function.

With the right tools at your fingertips, sourcing talent isn’t limited to 20 miles from your office. With remote work becoming a norm, HR professionals can focus on global talent rather than hiring locally.

There are several benefits of building remote software teams with developers from all over the world. This post highlights the key differences between building a local team vs. a remote workforce for developing software.

Benefits of remote work: Cost

Remote work Benefits: Cost

Benefits of remote work: Cost

The primary reason why businesses prefer remote work is lower business expenses. When you employ elite developers, especially in the US, you need to have a massive budget. 

Apart from these premium prices, you also need to cover overhead expenses like real estate, office supplies, electricity bills, and more.

On the other hand, if you’re a US-based company looking to hire remote engineers from developing countries in regions like South Asia and Latin America, you can save a lot of money. 

You’ll realize these savings because the cost of living in developing countries is significantly lower than in Silicon Valley or New York City. 

Remote work allows you to hire experienced software developers for a lower price and still ensure you’ll pay your employees much more than their average market rate.

Benefits of remote work: Talent

The recruiters’ average fees have increased significantly. Why? 

Simply because finding local and trained developers has become extremely difficult, especially if you’re on a budget. Local engineers have the power to pick and choose where they’ll work. 

Therefore, it’s wiser to hire globally instead of paying a significant amount of money to mediocre local developers.

Remote hiring gives you access to a broader pool of talented developers at an international level. You can build a remote software team solely based on talent and break free of several other limitations you may come across while hiring locally.

Besides cost and talent, there are several other benefits of remote work like increased productivity, improved employee loyalty, increased employee retention rate, a diverse team, and more. 

Remote work allows employees to set their schedules. This flexibility means they can use their most productive hours to finish their tasks efficiently, whether they work at three in the morning or two in the afternoon. 

Furthermore, remote work shows your employees that you trust them to do their job without constant supervision. This trust increases their loyalty towards the organization and ensures they stick around for a long time. 

Conclusion: Can your business grow with a remote team?

Remote work can grow your business

Can your business grow with a remote team?

Remote work entails trusting your developers working thousands of miles away in a different time zone to do their job. 

Companies like Twitter and Facebook are leading the remote work revolution by allowing employees the freedom to work from home permanently.

However, building an offshore software development team isn’t like outsourcing. You hire freelancers to work on small projects; instead, building remotely distributed teams involves hiring experienced full-time professionals who can join your in-house team.

Creating a qualified management team that focuses on sourcing and recruiting remote developers is a difficult task.

With such issues, scaling your business with a remote workforce can be a cause of concern.

However, with the right partner, hiring remote developers can be a smooth process. Making the process easy is where Turing comes into the picture. 

Turing’s tried-and-tested vetting process ensures that you can have your pick of qualified software developers.

You’ll have access to a talent pool of the top 1% of 1M+ talented and experienced developers with strong technical and communication skills who can work according to your requirements. There’s no risk. Turing offers a free two-week trial during which you can ensure that the software developers deliver to your standards. For more information, visit Turing’s Hire page.

You can read the complete article here.

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By Nov 22, 2021
Andrew Ng on AI adoption and artificial intelligence stocks
For Employers

Co-founder of Coursera talks about the importance of investing in Artificial Intelligence

Andrew Ng shares why tech and big data companies should transform their business operations through AI and invest in artificial intelligence stocks. He also talks about the rise of artificial intelligence jobs.

AI adoption has gained traction in the past few years, disrupting almost every industry. But implementing AI-based applications can be challenging. AI pioneer, Founder of the Google Brain Team and Landing AI, Former Chief Scientist at Baidu, and Co-founder of Coursera, Andrew Ng, recently shared how companies can adopt AI to transform their operations. 

Here are the key takeaways:

Brainstorm projects and start small 

Ng recommends companies start by brainstorming a list of at least half a dozen projects that can use AI rather than diving into just one. Next, he suggests a review of all the possible projects from a technical and business diligence perspective. After a few weeks of analysis, Ng says leaders can pick one or two worthwhile projects and commit to them. The AI pioneer recommends leaders start with small six-to-12 month goals instead of trying to accomplish an expansive vision. 

Ng also recommends starting with a small team and then building it up gradually: “Start with a machine learning team of around five people. That teaches you the early lessons you need to build a bigger team.”

Shift your mindset from big data to good data

The Coursera co-founder says companies need to shift their focus from big data to good data. “If you have a million images, go ahead, use them. But there are lots of problems that can use much smaller data sets that are clearly labeled and carefully curated,” he explains. 

Ng adds: “When you have millions or a billion users, you can have that noisy data and just average it—the learning algorithm will do fine. But if you are in a setting where you have a smaller data set—say, a hundred examples—then this type of noisy data has a huge impact on performance.”

Don’t wait for your data to be clean and perfect

Ng explains that engineering leaders waste a lot of time in waiting for their data to be pristine. CEOs and CIOs often complain that their data’s a mess at the moment and that they’d build a great IT infrastructure in the next two years. To that, Ng says: “That’s a mistake. [Organizations] shouldn’t do that.”

The AI scientist points out that no company—not even the tech giants—have immaculate data. But that’s okay. “Spending two or three years to build a beautiful data infrastructure means that you lack feedback from the AI team to help prioritize what IT infrastructure to build. It is about starting an AI project with the data you already have that enables an AI team to give you the feedback to help prioritize what additional data to collect,” he adds.

AI isn’t just for the tech giants; startups can leverage AI too

Ng remarks that large corporations usually get all the media attention when it comes to AI. However, there is a lot of space for smaller organizations in the industry. 

“I’ll just mention a couple of gaps that I find exciting,” he continues, “Today, building AI systems is still very manual. You have a few brilliant ML engineers and data scientists who do things on a computer and then push things to production. There’s a lot of manual steps in the process. So I’m excited about ML ops as an emerging discipline to help make the process of building and deploying AI systems more systematic.” 

He further adds that there is a lot of room for automation in day-to-day business problems—from marketing to human resources. 

Start making investments in AI 

Ng suggests that the next wave of AI will transform industries. It will disrupt everything—from manufacturing, agriculture, transportation to healthcare, according to Ng. Consequently, he says, now is a good time for CEOs and CXOs to think about how AI will affect their industry when it becomes pervasive.

“AI is causing a shift in the dynamics of many industries. So if your company isn’t already making pretty aggressive and smart investments, this is a good time,” suggests the AI pioneer. 

Embrace AI but ensure that your business is people-led

The AI scientist says that ‘AI is automation on steroids.’ Going AI-first might be great for a research lab but not for the business—businesses should not be AI-led. “If I go to a team and say, “Hey, everyone, please be AI-first,” it tends to focus the team on technology. In terms of how I execute the business, I tend to be customer-led or mission-led, almost never technology-led,” he adds. 

Artificial Intelligence is altering businesses at a rapid pace and will soon become ubiquitous. Most experts agree AI has the potential to drive tremendous economic growth. The technologies that enable AI, like development platforms, processing power, and data storage, are becoming affordable. As these technologies continue to mature, companies that have yet to adopt AI will feel the pressure to do so to stay competitive. As Ng says, the time is indeed right for companies to capitalize on this highly disruptive phenomenon.

Read the complete article.

Are you looking to scale your engineering team through AI? Turing can help. Turing’s automated platform lets companies “push a button” to hire senior, pre-vetted remote software developers. Access a talent pool of the top 1% of 700K+ developers with strong technical and communication skills who work in your time zone. There’s no risk. Turing offers a free two-week trial period to make certain your developers deliver to your standards.

For more information, visit Turing’s Hire page.

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By Sep 2, 2021
Turing CEO Jonathan Siddharth Explains Why Silicon Valley Companies Are Shifting To Remote Work
For Employers

Turing CEO Jonathan Siddharth Explains Why Silicon Valley Has Moved to the Cloud

Silicon Valley companies are hiring for remote software developer jobs. Turing CEO explains the reasons behind the rapid adoption of remote work policies.

The pandemic drove a rapid — and in many cases, unplanned — shift to remote work across the world. Many Silicon Valley companies have realized that there are significant benefits to keeping teams remotely distributed. In a recent TechCrunch post, Jonathan Siddharth, CEO, and co-founder of Turing elaborated on the reasons behind this shift. 

Here are the key takeaways:

Every company is now offering remote jobs

“Silicon Valley may still be the best place to start a company, but if you’re a founder, it’s now financially reckless to scale your company in the Bay Area. Boundaryless companies are now the new normal — and this transformation calls for a new way to build companies with a globally distributed workforce,” noted Siddharth. 

He highlighted the three factors responsible for this change:

Hiring remote talent is easier and often economically advantageous

The last few years saw an abundance of remote talent. “Accessibility to online courses through MOOCS like Udacity has democratized access to high-quality education, resulting in more talented and well-trained individuals all over the world. At the same time, competition in Silicon Valley has made it increasingly costly and time-consuming to recruit talent,” Siddharth explained. 

Owing to these factors, hiring candidates with Silicon Valley level skill-sets from a diverse talent pool is becoming more commonplace.

Co-located companies find it hard to attract and even harder to retain great people

Interest in remote work remains high. In fact, many people are willing to forego a pay raise to work remotely. Consider: Blind’s survey of 3000+ employees from the largest US companies—including Google, Amazon, and Microsoft—found that 64 percent of respondents chose permanent remote work over a $30K pay raise. 

SaaS tools for remote teams have evolved through the years

Efficient and easy-to-use SaaS tools have contributed significantly to the rise of remote teams. “Tools like GitHub, Slack, Zoom, Trello, etc., have enabled distributed teams to efficiently collaborate across time zones and boundaries, bringing them on par with co-located teams. Additionally, they’ve enabled employers to hire the best talent from anywhere in the world,” Siddharth said.

Challenges stopping companies from going remote-first

Siddharth highlighted three obstacles that can prevent companies from running remote:

It’s difficult to find remote, Silicon Valley-caliber talent for software developer jobs

Cheap, remote talent is abundant in the market. “You can go to several open labor marketplaces and bid for developers or, you can find a dev shop. The problem is quality because, in many marketplaces, there is no vetting,” noted the Stanford alum. And thus, although it’s easy to source average developers, it’s hard to find brilliant, highly experienced talent, Siddharth explained.

Evaluating global candidates is tricky 

Vetting remote talent to determine the right match for a company’s needs is difficult. Traditional CVs offer hiring managers little real insight into their actual skills and qualifications. In addition, CVs typically don’t provide information about the quality of schools the candidate attended or little-known companies for which the candidate worked. 

Said Siddharth: “If you’re hiring a developer from Sao Paulo, Brazil, you won’t see Stanford or Berkeley in her educational experience. What’s the Stanford of Brazil? You won’t see Google, Facebook, etc., on a resume either. The individual you hire could be your next 10X engineer, but it’s hard to determine the reality based on a resume alone. Without deep knowledge of companies and schools in a particular region, it can be hard to recruit efficiently.”

Managing a remote team is difficult

Companies transitioning to a remote-first paradigm often find it difficult to manage and operate distributed teams. Ensuring efficient communication across time zones is often a big challenge. Consequently, it isn’t easy to ensure that remote developers are working on what’s most valuable to the organization. 

“The nuts and bolts of running a globally distributed team are not easy. It’s painful to manage international payments. It’s complex to handle Global HR correctly from a compliance and worker classification perspective, and it’s pretty challenging to stay fully compliant with international labor laws. For these reasons, we see the birth of the Deep Talent Cloud,” Siddharth said.

How can an Intelligent Talent Cloud help to hire a software developer online?

A Talent Cloud is a category of organizations that spin up teams in the cloud with just the push of a button. 

They are vertically focused 

Siddharth explained the advantages of a deep talent cloud over a labor marketplace: “Unlike a labor marketplace, an intelligent talent cloud is vertically focused and precise, making it capable of delivering candidates that have been rigorously evaluated for each specific industry/vertical. Deep talent clouds are often SaaS-enhanced to offer additional value to both sides of the marketplace. For example, Turing is an intelligent talent cloud focused on software developers as a vertical. There are very effective talent clouds being built for other verticals.” 

Intelligent Talent Clouds go beyond connecting two sides of a marketplace

Thin marketplaces worked fine for office-based organizations where remote work was the exception. Siddharth outlined why: “Labor marketplaces do very little beyond connecting the two sides of demand and supply. They are not tailor-made for a specific vertical. Instead, they are suitable for small, gig-based work that’s relatively low stakes. Today’s remote-first era needs a Deep Talent Cloud that goes well beyond simply connecting both sides of a marketplace.”

A Deep Talent Cloud may offer other features such as: 

  • Supply vetting
  • Demand vetting
  • Collaboration tools 
  • Security controls 
  • Training/upskilling
  • Supply Credentialing 
  • Community
  • Financial Services, 
  • Insurance
  • Payments 
  • HR Services 
  • Tax assistance
  • Industry-specific perks

They are SaaS-enabled

“Companies such as OysterHR, & Deel are examples of companies that offer excellent SaaS solutions to solve problems like global HR, payments, etc. Collaboration tools like Miro, Mural, etc., make remote professionals more efficient. There are also vertical-specific SaaS tools like Invision that make design collaboration more effective,” he noted.

Siddharth concluded that the shift to remote is more than just a post-pandemic phenomenon. He stated that we are entering the golden era of remote work. As a result, remote-first companies have an unfair advantage over their competitors in hiring, retention, speed of execution, and financial efficiency. To be competitive in this new reality, employers must update their office-based processes to enable the new remote work culture. Fortunately, there is a growing landscape of companies developing cloud-based tools that will help them get there. 

Are you looking to replace your traditional, on-premise engineering recruitment system with an efficient cloud-based one? If yes, check out Turing. Turing’s automated platform lets companies “push a button” to hire senior, pre-vetted remote software developers. Turing lets employers access a talent pool of the top 1% of 700K+ developers with strong technical and communication skills who work in your time zone. There’s no risk. Turing offers a free two-week trial period to ensure your developers deliver to your standards.

For more information, visit Turing’s Hire page.

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By Sep 1, 2021
Strong Team Culture
For Employers

Want to Hire the Best Tech Talent? Build the Best Culture First.

Target Corp’s Senior Engineering Manager reveals three characteristics that make for a strong team culture: employee empowerment, appreciation, and trust.

In the last few years, there has been a sharp increase in demand for developers capable of providing solutions to complex software problems. As a result, organizations face an uphill battle as they try to recruit the most skilled technical talent. According to the US Bureau of Labor Statistics, the demand for software engineers in the US will exceed the number of available developers by at least 1.2 million by 2026. 

Hiring great engineers is destined to become even more challenging. So how can organizations recruit the tech talent they need? One way, says Kate Wardin, a Senior Engineering Manager at Target Corp, is to build a solid software team culture that engineers will love.

Kate goes further by highlighting three engineering characteristics that make a software culture standout:

Remove roadblocks and empower your team members

Remove delays in projects as they lower both—motivation and productivity in teams. Encourage developers to suggest ways to make the workflow as fluid as possible. Spend time and energy to identify the painful processes that cause friction in work. This process can be as quick as asking your teammates, “What would make life easier for this team?” Act on their feedback immediately, and allocate appropriate budgets and time to fix the issues. 

Often, employees on the front lines are not involved in decision-making. Failing to solicit team-member input can be a very costly mistake, according to Wardin. Hence, it is essential to reach out to every team member to understand their ideas and perspectives. Build practices that amplify the voices of your team members. Ensure that you take decisions at the level where the best information is available. 

Share credit, take the blame, and put engineers first

Wardin recommends ‘creating a culture where employees advocate for one another, share praise for their peers’ accomplishments, and remain loyal to one another as they recover from issues.’ She explains that this will create a sense of inclusion and community among team members. 

As for taking the blame, bring an all-hands-on-deck mentality to fix issues during the production process. Focus on fixing the problem: Which tools, systems, or monitors can you introduce? Refrain from finger-pointing at all costs. Ensure that your employees don’t feel devalued in the process of delivering a solution. Create a no-blame process that encourages your people to spend their energy building superior technology.

Embrace vulnerability and build trust

Allow your employees to be vulnerable and make mistakes by setting the right examples. This practice will enable them to learn and grow through the process.

Trust is an essential characteristic of happy teams. There are two types of trust that you need to build within your team: affective and cognitive. Wardin explains: “Affective trust is ‘trust from the heart’—that sense of empathy based on feelings generated by interactions. Developing trust can be as simple as encouraging people to share stories about their life outside of work. Cognitive trust is trust from the head”—it’s your confidence in one another. You can develop cognitive trust by encouraging transparency and acknowledging areas where you tend to mess up.”

It is equally important to trust employees with their decisions and develop an open culture for better participation. Finally, focus on fostering an inclusive and psychologically safe environment for every person on your team.

We are at a pivotal point that demands organizations adapt to their employees’ needs and not the other way around. Recruiting and retaining the best talent will require employers to invest in their team’s culture just as they would invest in any other business asset. Therefore, engineering leaders should be relentless and consistent in their pursuit of exceptional engineering practices. Most importantly, they should articulate their intentions clearly and share their passion for improving the team’s culture with the team members to follow suit.  

Read the complete article.

Are you struggling to hire skilled and experienced remote software engineers? Turing can help. Turing’s automated platform lets companies “push a button” to hire senior, pre-vetted remote software developers. Access a talent pool of the top 1% of 700K+ developers with strong technical and communication skills who work in their time zone. There’s no risk. Turing offers a free two-week trial period to make certain your developers deliver to your standards

For more information, visit Turing’s Hire page.

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By Aug 16, 2021
Benefits of working remotely, like work-life balance and flexibility, make employees trade a pay raise for permanent remote work, affecting the hiring strategy.
For Employers

Here’s How Remote Work Is Affecting Hiring and Retention Strategies

Benefits of working remotely, like better work-life balance and flexibility, make employees trade a pay raise for permanent remote work, affecting the hiring strategy.

How popular is remote work with employees? For instance, would they choose to work from home over a $30K pay raise? Would they give up an exciting job offer for it? Surveys from Blind, HRM, and EY revealed the answer to be a resounding “Yes.”

This article examines workers’ hesitations around returning to the office, its implications on recruitment and retention, and how remote work poses an easy solution. 

COVID-19, caregiving, and flexibility are primary concerns for workers 

The pandemic has altered worker preferences. COVID-19 risks and caregiving concerns are causing anxiety and angst among employees, thereby deterring them from returning to the office. The HRM study also found that employees expressed a growing desire for better work-life balance, less commuting, and increased flexibility—all prime features of remote work. 

EY surveys further showed that nine in ten workers now want greater flexibility in when and where they work. In addition, caregivers, tech and finance workers, and managers/leaders are more likely to switch jobs over the matter, proving that popular pandemic work trends are becoming the norm.

The absence of flexible work is a deal-breaker for employees 

Post-pandemic, flexible work will play a critical role in employee career decisions. EY reported that more than a quarter of respondents claimed better work-life balance would be a principal factor in deciding whether to interview for a role. Sixty-seven percent would accept a job only if allowed some element of work flexibility. Over half would consider leaving their current position without flexibility in work hours and location. The majority of employees who declined job offers cited “lack of flexibility” as the main reason. The findings mirrored the HRM study, wherein 44 percent of respondents stated they would refuse a role without some form of remote work. 

Employers that embrace remote work will have better hiring prospects. Concurrently, companies without work flexibility will lose out on both existing and future talent. 

Remote work trumps pay raises for employees

So profound is employee desire for remote work that workers are willing to trade a pay raise for it. Blind’s survey of 3000+ employees from the largest US companies—including Google, Amazon, and Microsoft found that 64 percent of respondents chose permanent remote work over a $30K pay raise. 

For specific companies, the number goes higher; 81 and 89 percent of Lyft and Twitter professionals, respectively, preferred remote work.  What’s more, every single Zillow Group employee chose permanent WFH. Employees from just two of the 45 firms surveyed by Blind showed more interest in a raise—by slim margins. 

To sum up, concerns about COVID-19 exposure and caregiving responsibilities are compelling employees to work remotely. Moreover, workers have grown accustomed to the flexibility, safety, and work-life balance that remote work offers. Today, people will go to great lengths to work remotely, even turning down job offers or sacrificing a $30K pay raise. Employers will need to make flexible work options a crucial part of their hiring and retention strategies to attract the best talent. 

If your company needs help sourcing, vetting, matching, or managing remote employees, Turing can help. Hire from a giant talent pool of top 1% of 700K+ remote software developers, pre-vetted over 5+ hours of tests and interviews. Our onboarding process and management platform enable Turing developers to quickly get up-to-speed and integrated with your existing team while providing tools to ensure the efficient management and high productivity of developers.

For more information, visit Turing’s Hire page. 

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By Aug 3, 2021
Employers and employees in a remote work tug of war
For Employers

The Great Remote Work Standoff Between Employers and Employees

Ninety percent of employees want to continue with their remote working jobs. Yet, a large number of employers still want workers back in the office, full-time.

Do your employees favor remote work? If so, are you in agreement? A poll by the Best Practice Institute revealed that 83 percent of employers want workers back in office full-time, while just 10 percent of employees share that preference. 

In this article, we study the growing disconnect between employees and employers on the future of work and hear what experts from Amazon, Cushman & Wakefield think:

Only 10 percent of employees are interested in returning to full-time office work

Studies show the newly-theorized “COVID Anxiety Syndrome,” characterized by fear of public places and obsessive cleaning, may prevent people from reintegrating into daily life even after COVID subsides. Moreover, returning to work is sparking panic among such workers, with 66 percent of employees concerned about the health risks it could pose. 

Workers across pay grades and industries like software development, analytics, legal administration, and corporate office work are also expressing worry over the time and effort needed to revert to working at the office. For most people, remote work is a significant change from white-collar, in-office culture, which always considered personal responsibilities secondary to work. Whereas when people work from home, they typically have the freedom to adapt their work to the realities of health, family, and even disability, allowing employees to balance their personal and professional lives. 

But what if employees aren’t permitted to work remotely? Over half the workers surveyed by PwC said they’d refuse to work for companies that don’t offer any workplace flexibility. Forty-one percent of employees will even endure a salary cut to work remotely.

Meanwhile, 83 percent of CEOs want employees back full-time 

Despite pushback from workers, some employers are keen to reopen offices permanently. However, Sandeep Mathrani, CEO of WeWork, told WSJ that only the least engaged employees are comfortable working remotely. 

Cathy Merrill, CEO of Washingtonian Media, wrote that employees who prefer permanent WFH risk being demoted to contractors, losing money, benefits, and status. Her op-ed drew public backlash from Twitter users and Washingtonian staff, who refused to publish content for the day in protest. 

Similarly, Goldman Sachs executive David Solomon characterized remote work as “an aberration to be corrected as quickly as possible.” Urs Holzle, a senior Google executive, who once opposed remote work opportunities for the company’s lower-ranking employees, has relocated to New Zealand to work remotely. 

Amazon, Cushman & Wakefield leaders believe talent will win 

Leaders from global enterprises like Amazon, Cushman & Wakefield shared their thoughts on post-pandemic workplace transformation at Turing’s Boundaryless: #ScalingPostPandemic conference. Gabe Burke, Managing Director at Cushman & Wakefield, said, “If the talent insists on hybrid or remote working models, then most companies will eventually give in to their needs.” Hetal Shah agreed, saying, “Companies that don’t provide flexibility will see an increase in attrition. The loss of skilled employees will drive change.”

Additionally, Gabe cited a Littler survey to emphasize this disconnect: 71 percent of employers believe most employees prefer hybrid work. Yet, only 4 percent believe that workers would similarly choose full-time, in-office positions. Despite that, nearly 30 percent of employers are planning to have employees return full-time.

There is a clear gap between what employees and employers want when it comes to remote work. Some companies have already embraced the future of work while others are sticking to the in-office status quo. However, the expert consensus is that employers will eventually go remote to hire and retain the best talent.

Read the complete article. 

Turing is an automated platform that lets companies “push a button” to hire senior, pre-vetted remote software developers. Firms can hire from a global talent pool of top 1% of 700K+ developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page. 

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By Jul 28, 2021
Investment in broadband will alter the future of work and make talent more accessible for tech companies.
For Employers

$100 Billion Investment in Broadband Could Create Larger Pools of Tech Talent

The American Jobs Plan will have implications on the future of work like better access to talent for tech companies & a rise in skill training for tech workers.

As part of the American Jobs Plan, the Biden Administration announced a billion-dollar investment in broadband infrastructure, which will have significant implications on the future of work; the investment could help solve the tech talent shortage problem, train the next generation of tech workers, and create diverse pools of talent. 

Here’s a breakdown of its principal implications for tech companies and workforces:

An investment in broadband could solve the tech talent shortage

Presently, tech jobs are abundant: Interviews for technical roles grew by 106 percent since the start of the pandemic. While the growth rate for other roles is 4 percent, demand for software developers is slated to grow by 22 percent. Sixty-one percent of HR professionals worry about meeting this demand with talented candidates. 

Companies adopting remote work can access a larger talent pool, bridging the gap between demand and supply. Recognizing this, top firms like Google, Twitter, Coinbase, and Atlassian have already embraced flexible work arrangements. 

However, almost a quarter of American adults—disproportionately residents of rural areas—lack high-speed broadband connections at home, preventing them from joining the remote workforce. A billion-dollar investment in broadband access for every American could change that.

The proposal will train future tech workforces

The proposal will allocate an additional $48 billion for in-demand skill training, such as STEM training. For instance, the initiative will fund computer science courses for high-schoolers and community college-goers. It will similarly train tech workers who would traditionally find such programs inaccessible, thereby expanding the talent pool to keep pace with growing demand. 

In parallel, tech companies should revamp vetting systems based on academic merit and hire from non-traditional programs, such as those the American Jobs Plan would fund. To that end, Google and Apple are already changing the paradigm by removing college degree requirements for certain jobs.

Companies will have greater access to diverse talent

The growing digital divide in the U.S. is depriving many low-income and underserved families of internet access. For example: in California, 25 percent of students—disproportionately Black, Latinx, or Native American–can’t attend remote school because they lack internet access. An investment in broadband infrastructure will bridge this divide and enable underserved Americans of all backgrounds to be part of the remote tech workforce. 

Research has shown that diversity helps companies stay competitive. Innovation generated a greater portion of revenue in companies with above-average diversity, which translated into better financial performance. Firms with diverse management teams produced EBIT margins almost 10 percent higher than firms with below-average diversity.

In this manner, significant investment in broadband infrastructure and technical training could create larger, more diverse talent pools for firms to hire from.

How can the Biden government work around the proposal?

Merely providing a billion dollars to this cause won’t be enough. The Biden government will have to go extra bounds to ensure that every remote place in America can get internet services. The government will also have to see that the prices are slashed in areas where the internet is too expensive. The Biden government will also have to work with the service providers to boost connectivity around the country.
Another way to enhance the connectivity is to fund municipalities that are willing to build the infrastructure for the network. The initial costs for such projects are usually very high, which hinders the progress of internet connectivity in rural areas. Such grants can boost local rural communities.
The Biden government can overcome this digital divide by examining all the available options and working with local municipalities and new wireless network operators. Allowing new service providers is the key to boosting the competition, reducing the prices, and expanding the coverage beyond the current network.

Read about the proposal in detail.

Recently a number of fast-growing companies have begun to attack the tech talent shortage problem with novel solutions to help companies find people with specific skills. For instance, enables companies to hire from a large, diverse global talent pool of top 1% of 700K+ senior, pre-vetted developers with strong technical and communication skills. Firms can hire across 100+ skill-sets such as React, Node.js, Python, AWS, Java, among many others. Finding talented candidates to fill critical roles is no longer a challenge for employers. 

For more information, visit Turing’s Hire page. 

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By Jul 21, 2021
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For Employers

Has Remote Work Become the New Status Quo? A Recent GitLab Survey Says Yes.

A recent GitLab remote work survey showcased how both workers and employers are enjoying the many benefits of remote work.

A recent GitLab survey on remote work showcased its increasing popularity: One in three office workers would leave their jobs without the option to work remotely. One in every three companies that allow telecommuting will opt for a 100 percent remote policy. The report establishes remote work as the new status quo.

Highlights of GitLab’s Remote Work Report include:

Employers are enjoying increased productivity and efficiency

Employers enjoyed the many benefits of remote work. They reported increased productivity (42 percent) and efficiency (38 percent) after going remote. Remote work also helped boost workplace morale, according to 31 percent of respondents. Office bureaucracy and politics decreased while better documentation and processes increased. Remote work improved communication, reduced companies’ carbon footprint, and promoted diversity and inclusivity. 

Moreover, workers are content with the remote work policies employers are adopting. Eighty-two percent of employees complimented their leadership team for understanding remote team management and equipping them with the tools and processes to communicate efficiently. They also agreed that the future of work is remote. Meanwhile, 80 percent claimed they would recommend remote work to a friend. 

Talent demands remote work 

Fifty-two percent of remote workers would consider leaving a co-located company for a remote job. Without the option to work remotely, one in three remote workers would leave their jobs and either look for a new role or retire altogether. 

Seventy-eight percent of workers believe remote work gives employers a competitive advantage, proving that employers are making their teams’ remote work experience worthwhile. Most remote workers consider themselves clear on organizational and individual goals and believe their team is well-aligned with the rest of the company. Further, employees believe their companies promote accountability, encourage visibility, and keep most business processes well-defined and well-documented.

However, room for improvement remains. Employees felt that transparent leadership and increased visibility into their organization would help develop better connectedness. Incidentally, GitLab’s Head of Remote, Darren Murph echoed the same sentiment at Turing’s Boundaryless: #BuildFromAnywhere Conference, saying, “The more transparency and visibility the entire team has into each other’s work, the easier it is for people to feel like they belong.”

Remote work is going mainstream

Accelerated by their remote work successes, companies are making working from home the norm. Of all the companies that allow remote work, one in three will have a 100 percent remote policy where employees work in their native time zone. Twelve percent will go completely remote, with each employee working in a company-mandated time zone. Forty-two percent will use a hybrid approach, and only 14 percent will allow remote work without making it the norm or default.

Among employees, too, remote work eyes the mainstream. Of all respondents, 45 percent claimed to have less than a year of remote working experience, which means they began working from home during the pandemic. The remote workforce has quickly gained new talent over the past year, which pushes it even closer to becoming the status quo. 

Read GitLab’s full report

Companies can build and scale their team with exceptional remote software talent. With Turing, hire from the global talent pool of top 1% of 700K+ developers across 100+ skills, including but not limited to, React, Node, Python, AWS, and JavaScript. Turing developers have exceptional technical and communication skills with over 5 hours of tests and interviews included in the vetting process.

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By Jun 26, 2021
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For Employers

Don’t Forget To Do This Before Switching to Hybrid

Managers who adopt a hybrid schedule of work for their employees should follow these best practices to help workers avoid burnout and improve team performance.

Two studies recently shared insights on developing hybrid policies that blend remote and in-office work without burning out employees: organize regular team discussions to avoid employee burnout, offer flexible working hours to improve team performance, and train managers to ensure smooth operations. With over forty percent of the global workforce considering leaving their employer this year, a thoughtful approach to hybrid work is critical for attracting and retaining talent. 

Key takeaways from the reports include:

$1 spent on the hybrid policy redesign program led to $1.68 in savings

Organizations that invested in a redesign program before going hybrid saw a healthy return on investment. They saw improved work-life balance and job satisfaction among employees and a drop in employee turnover costs. Voluntary employee exits decreased by 40 percent in these organizations. 

The talent landscape has shifted, and employee expectations have changed. Leaders must rethink employee engagement before adopting a hybrid setup. More than 66 percent of business leaders are redesigning spaces and policies for hybrid work. They are investing in technology to bridge the physical and digital worlds. 

Regular team discussions prevent overload and increase transparency

Structured discussions helped overloaded employees reduce engagements that did not require their inputs. They also helped increase efficiency by eliminating low-value work. Sixty-one percent of employees from organizations that did not conduct such discussions said they felt overburdened by work. Thus, leaders must urgently address digital exhaustion and work on solutions to reduce employee workloads.

Regular team discussions also set clear performance expectations. They helped hybrid employees overcome their fears of being judged based on their work hours instead of their contributions. They improved transparency by providing a clear picture of the hybrid workplace.

Flexible work hours lead to improved employee well-being and performance

The research revealed that hybrid setups worked best when employees were given control over their work instead of mandating specific hours for remote and in-office work. Organizations with flexible work cultures reported fewer work-life conflicts. The employees reported improved well-being and family time. 

Looking at these benefits, 63 percent of high-revenue growth companies have adopted the ‘productivity anywhere’ models that give employees the option of working remotely or on-site. Organizations that focused less on when, where, and how work happened saw optimum results and enabled employees to work in sustainable ways. 

Training managers is essential for ensuring seamless hybrid operations

Remote employees often feel disconnected from their in-office colleagues. Manager training should focus on building an inclusive work environment and give equal attention to all the team members irrespective of where they work. It is equally important to watch out for silos that may arise in the hybrid space. Managers must ensure that in-office and remote employees have access to the same resources and are equally involved in decision-making. They should encourage cross-team collaboration to strengthen the hybrid team. 

Additionally, they should encourage employees to share when they feel overwhelmed by work and allow them to unplug to focus on particular tasks or even recharge. 

Read the complete studies.

Turing is an automated platform that helps organizations go hybrid. It enables companies to hire and manage senior, pre-vetted remote software developers. Firms can hire from a global talent pool of top 1% of 700K+ developers with strong technical and communication skills and who work in their time zone.
For more information, visit Turing’s Hire page.

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By Jun 22, 2021
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For Employers

Remote Work Boosts Productivity & Innovation, Say Multiple Studies

Multiple reports show that work from home increased productivity and creativity in workers, and empowered them to be more innovative.

Several tech giants like Qualcomm, Lenovo, and Google have shared that remote work boosted productivity. A study published in the MIT Sloan Management Review revealed that remote work developed big-picture thinking in employees and made them more creative. Yet another found that empowered remote workers led to more innovation. 

Additional findings: 

Remote work spurs productivity and innovation

Qualcomm and Lenovo said they saw a rise in productivity after going remote. The former even added they filed more patents during the pandemic than ever before. 

A report published in MIT Sloan studied 1,000 remote innovation leaders across 17 countries to understand how innovations occurred. The analysis revealed that the companies with a radically progressive approach to remote work saw increased innovation, leading to better employee and customer outcomes. These companies, referred to as “stormers” in the report, were some of the best industry innovators. The report also revealed that the constraints of remote work led to more creativity among employees.

The other report showed that remote employees are more innovative because virtual communication, paired with the perception of being distant, activates the higher-construal thought process, also known as big-picture thinking. Thus, remote workers develop big-picture thinking because of virtual collaborations. 

The empowerment of remote employees promotes innovation

Ninety-four percent of stormers said replacing the command-and-control structure with a culture focused on customer-facing teams helped them perform better. It gave them more autonomy while serving customer needs. This approach transformed customer communication and provided a sense of purpose to employees. What’s more, it also increased customer loyalty by 62 percent for stormer organizations. 

The report also revealed that entrusting remote employees with customer relationships led to innovation. Ninety-one percent of stormer workforces said they enjoyed the recognition their work received through this approach. It motivated them to innovate further. As a result, 96 percent of stormers prioritized self-empowerment over leadership.

Remote work demands intelligent technology, connectivity, and consistency

Qualcomm and Lenovo shared that connectivity and high-quality technology are crucial to support the shift to remote work. They said that having access to the correct devices and connectivity led to greater output. 

Meanwhile, 84 percent of innovators said they could maintain their work-life balance and prevent burnout by sticking to a consistent schedule. They also shared that establishing transparent communication systems within teams was essential for maintaining this balance. In addition to this, virtual lunch breaks engaged remote employees in casual conversation that helped build bonds across teams.

Brainwriting,  bias elimination, and minimal production blockers can maximize virtual productivity

  • Reduce production blockers: Production blockers can hamper creative thinking. Frequent conversations with the team, for example, can act as a production blocker for an employee. Setting aside time for individual work away from the shared screen can help in limiting such blocks and increasing productivity. 
  • Practice brainwriting: Encourage employees to write down their ideas and discuss them together. Brainwriting fixes the flaws of brainstorming by eliminating self-censorship and promoting honest criticism. Virtual communication is ideal for brainwriting because participants can contribute to a shared document without group influence. 
  • Amplify individual input through virtual platforms: Virtual platforms allow only one person to talk at a time. Thus, they make it easier for less vocal participants to share their views. Most importantly, they serve as records of information, allowing organizations to go over previously discussed ideas.
  • Eliminate bias and encourage diverse interactions: People evaluate ideas from colleagues more harshly than those from outsiders. Anonymity helps in evaluating ideas without prejudice. Similarly, conversations between different team members bring diverse perspectives and stimulate creativity. 

Read the complete reports.

Turing is an automated platform that lets companies “push a button” to hire and manage senior, pre-vetted remote software developers. Firms can hire from a global talent pool of top 1% of 700K+ developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page.

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By Jun 18, 2021
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For Employers

The US Government Plans for Remote Work Policies

Increased job satisfaction, better employee retention, and ample successful federal telework models have made the US government decide to go remote permanently.

Increased job satisfaction among federal workers, better recruitment and employee retention, and ample successful federal telework models have caused the Biden administration to plan for a permanent transition to flexible work

Pre-pandemic, 23 percent of government employees worked remotely for at least one day per week. During COVID-19, the number rose to 74 percent. Now, senior government officials have revealed they plan to allow individual federal agencies to define flexible work options according to the department’s aims, employee needs, and manager preferences. 

Here’s a breakdown of why: 

Remote work increased job satisfaction among federal workers

The Federal Employee Viewpoint Survey showed that government employees working remotely for at least three days a week reported a higher engagement score (76) than those working in an office (62.5). 

Eighty-two percent of federal employees eligible for remote work also reported they were either satisfied or very satisfied with their organization’s telework program. Only 5 percent said they were dissatisfied, and 12 percent were neutral.

A similar survey conducted by the National Treasury Employees Union found that 92 percent of workers had a successful experience with telework, with 66 percent even claiming they were more productive while working remotely. 

Employers win, too: federal agencies can recruit and retain the best talent by going remote

Recruiting the best talent is a top priority for the federal government. However, government officials have revealed that a lack of flexible work options has previously cost them the best candidates. “Candidates want to live in a location where you don’t pay half your salary in property taxes or lose most of your money trying to buy a house,” said Trent Fraizer, executive director for campaigns & academic engagement for Homeland Security and CISA.

Frazier worries that a lack of competitiveness in hiring will burden federal agencies in the long run, given the tough competition they face from the private sector. Top firms like Google, Twitter, Lenovo, etc., are opting for all-remote or hybrid work options, and others are following suit.

Economics and personnel experts also point to the benefits of having a larger talent pool while hiring remotely. They believe in hiring the best person for the role nationally, not locally. 

Agencies build on success with remote work

Several federal agencies have implemented successful remote work models–and plan to continue following them post-pandemic. They include: 

  • Department of Defense (DOD)

The Department of Defense made remote work functional despite ample digital security and privacy concerns—even launching a virtual work environment in 2020 to enable WFH.  The agency is now scaling the project, dubbed DOD 365, to include a whole suite of collaboration tools with added security layers.

  • US Department of Agriculture (USDA)

The USDA has already declared that it will allow remote work for up to four days a week, along with expanded usage of virtual and remote duty stations and more flexible schedules. 

  • NASA 

Despite existing remote work arrangements, NASA had to scale to mass telework rapidly at the onset of the pandemic. However, the agency quickly managed to overcome the pitfalls of remote work, and at one point, had 90 percent of its workforce working remotely. 

  • General Services Administration (GSA) 

A majority of the GSA’s workforce has been working remotely for the past five years—which made transitioning to all-remote relatively easy for the team. 

Boundaryless work is popular with both federal employees and agency leadership. Past successes with federal telework programs have further shown that remote work is here to stay. 

Organizations looking to build remote teams of talented engineers can, with Turing, hire Silicon Valley caliber software developers across 100+ skills.  

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By Jun 17, 2021
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For Employers

Going Hybrid: Simple? No. Necessary? Yes.

Companies that don’t switch to remote work or adopt a hybrid work model risk losing the best talent. Thus, they must plan their organizational strategy carefully.
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The Microsoft Work Trend Index, an annual report published by Microsoft each spring, concluded companies that don’t offer remote work—be it fully remote or hybrid options—risk losing the best human resources. The index reported that 73 percent of employees don’t want to return to full-time, in-office work. Further, 40 percent of the workforce is considering a job switch. 

To create a hybrid workplace, according to a different report, companies must plan carefully. Going hybrid by default is impracticable and unsustainable, the report said. To do so effectively, companies should consider the following: 

Determine the company’s vision for the future of work

The first step of going hybrid: clarity of vision. Companies need to define the main changes, challenges, and a re-imagined vision for their hybrid workforce. Employers need to debate the following questions: How will teams collaborate if they don’t work from the same location? Can each job be carried out remotely, on-site, or a mix of both? Will gig workers and freelancers be a part of the workforce? Will a hybrid workforce help or hinder the operating model?

Identify real estate needs and technology requirements

After determining their hybrid vision, companies need to decide how much of their workforce will work remotely and the technology hardware, software, and collaboration required to support them. 

Employers must identify which tools and applications can help workers perform their jobs well from anywhere. Such applications must overcome an office-centric culture through easy digital communication. 

Find ways of translating culture to the virtual workplace

In hybrid workplaces, culture no longer lives in offices. Companies will need to incorporate their culture and values in virtual operations at all stages of the talent lifecycle. This means transforming onboarding processes, team-building activities, and leadership development programs to suit the virtual world.

Successful hybrid workplaces invest in business tools that help digitize as many procedures and processes as possible and engage leaders capable of building virtual relationships and inspiring great work. Above all, they offer employees a great culture, wherever they log in from.

Read more about building a hybrid workforce.

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By Jun 14, 2021
Google remote work policy saves $1 billion
For Employers

Remote Work Saves Google One Billion Dollars a Year

The Google remote work experiment was a success, saving the company $1 billion and helping offset its many costs.

Alphabet Inc., parent company of Google, recently announced it has saved more than $1 billion as a result of allowing its employees to work remotely. The company said it saved $268 million on travel, promotional, and entertainment costs in its most recent quarter, compared to the same period a year earlier—or $1 billion in savings on an annualized basis. 

The global pandemic prompted several tech giants to allow their employees to work remotely indefinitely. In July 2020, Google became the first major company to announce it would offer employees the option to work remotely through mid-2021, extending its prior timeline. In September 2020, the company revealed that it had begun working on a “hybrid” work model. 

Google’s savings offset costs

Not only has remote work saved Google over $1 billion, but it also allowed the firm to make significant investments in company growth. The company said the savings offset the costs of hiring several thousand more workers.  

Building on its remote success

Google is capitalizing on its success with remote work by adopting a hybrid work model. The company will now allow around 20 percent of its employees to work from home permanently. Google expects about 60 percent of its employees to work in the office for “a few days a week,” while the remaining 20 percent work on-premise. What’s more, Google CEO Sundar Pichai, in an email to employees, wrote that the company plans to develop several more remote roles and all-remote sub-teams. 

Read more about remote work.

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By Jun 10, 2021
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For Employers

California Leaving: The “Techxodus” Is Real

For the first time in history, the California state population declined. Now, two new reports show further evidence to confirm the Silicon Valley exodus is real.

Human migration uses something called the gate test: if a state opens its gates, do people flee or enter? California has experienced increased outbound migration over the past few years; with the pandemic intensifying this trend, the Golden State experienced a population decline for the very first time in 2020, costing it a Congressional seat. 

For every new Bay Area resident, two are leaving

The “techxodus” is taking place in the heart of California, its tech hubs. The Bay Area had been experiencing a net outflow of residentsmore residents have left than moved inlong before the global pandemic. But as the pandemic accelerated the shift to remote and more companies allowed employees to work from anywhere, the net outflow almost quadrupled. It has averaged 49.8 percent since September 2020, which means that for every new Bay Area resident, two have left. Workers cite a better home environment and lower cost of living as the main reasons for leaving. 

Tech workers would leave the Bay Area if they could work remotely

What’s more, a survey revealed that two out of every three tech workers would leave the Bay Area if they had the option to work remotely. While 36 percent said they’d leave for other US regions, 16 percent said they’d consider leaving the US entirely. 

To getand keeptop talent, Silicon Valley will need to go remote

Remote work experts expect many tech workers will demand the option to work remotely. At Turing’s recent Boundaryless: #ScalingPostPandemic Conference, senior Cushman & Wakefield executive Gabe Burke said he expects that, if talent demands remote work, employers will likely provide the option. 

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By Jun 9, 2021
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For Employers

No Remote Work? Get Ready For Working Parents To Quit

A recent survey revealed that working parents greatly value the many benefits of working from home, such as increased productivity and higher savings.

Employees—working parents in particular—have grown fond of working from home. FlexJobs surveyed more than 1,100 parents with children 18 or younger to get insight into their experience working remotely and their expectations from post-pandemic workplaces.

Top takeaways from the survey:

Sixty-two percent of working parents would quit without remote work

Two critical concerns for parents returning to the physical workplace: exposure to Covid-19 infection and the impact of in-office work on their personal lives. Working parents are willing to work more hours, give up on vacation time, and even take up to a 10 percent pay cut just to continue working remotely. 

Fifty-one percent state remote work increases productivity

Remote work allows parents to work in an environment that sets them up for success and makes them more productive. In addition to this, flexible working schedules help them manage their professional and childcare responsibilities with greater ease. 

Ninety-eight percent say remote work saves them money

Working parents have saved significant money working from home. Twenty-one percent report saving around $10,000 per year. Meanwhile, 33 percent and 22 percent report saving $3,900 and $2,000 per year, respectively. 

Sixty-six percent say remote work will improve gender equity

Female labor force participation in the US plummeted to its lowest in 33 years in 2021. What’s more, the pandemic resulted in $800 billion in lost income for women in 2020. But, working parents say they believe that allowing remote work will help improve gender equity. 

Read the full article.

Turing is an automated platform that lets companies “push a button” to hire and manage senior, pre-vetted remote software developers. Firms can hire from a global talent pool of top 1% of 700K+ Turing developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page.

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By Jun 8, 2021
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For Developers

Why a ‘Deep Jobs’ Platform is a Better Choice for Companies and Remote Job Seekers

Turing offers vetting, onboarding, payments, time tracking, performance monitoring, and communication tools to ensure high productivity and transparency

Great employees are a must, not only for building big companies but also for keeping organizations competitive in the market. But as anyone who has ever had to hire for important roles would agree, hiring remote talent often feels like a gamble. 

While the use of traditional job boards in the hiring process is undeniable, recruiters and candidates increasingly feel that these platforms’ mere act of matchmaking is not yielding the desired results.

The covid-19 pandemic has further exposed the inherent flaws and the shallow nature of traditional job platforms. Millions of talented people are now finding themselves in jobs (if they are lucky enough to have one), where they are both underutilized and under-compensated. Firms are also facing difficulty hiring quality talent since hundreds of thousands of skilled workers have gone remote.

In such a scenario, the whole idea of a traditional CV and job listing platform looks outdated, and the need for a ‘deep jobs’ platform is now more critical than ever. 

So what is a deep jobs platform?

Traditional job listing platforms offer a digital equivalent to a CV that gives only a few key points about the candidate. They also provide little to no help in vetting and retaining the ideal candidate. Their offering stops at the mutual discovery of companies and prospective employees. 

As the name suggests, a deep jobs platform goes deep into the hiring process and addresses the various stages associated with it. It offers a higher value proposition to interested employers and job seekers by providing customized products and services. It does so by creating highly enriched candidate profiles with the right signals/indicators for recruiters and managers. A deep jobs platform also offers support across critical stages of the employment journey like vetting, onboarding, payments, etc. Post-match, a deep jobs platform, like Turing, may even offer support services like time tracking, performance monitoring, and communication tools, among others, to ensure high productivity and transparency for customers and employees.

The remote hiring challenge in tech

For technology companies, recruiting skilled talent is difficult as thousands of firms compete to hire from the same limited local pool of skilled developers. The scarcity of top-level talent in the market makes retention a big problem, too. 

And with so many organizations chasing so few developers, hiring becomes costly. These hiring challenges hit companies from the Bay Area and New York, especially hard since it has become prohibitively expensive to hire top IT professionals. The problem of recruiting top talent has become so huge that now 65% of technology leaders believe it is hurting the industry.

So, to solve the above problems of hiring, retention, and cost, many firms are looking for remote developers. But hiring the right team of offshore developers can be tricky, particularly when most of the recruiters rely on a traditional resume to source candidates. 

According to co-founder and CEO Jonathan Sidharth, companies usually struggle with three things while trying to hire remotely distributed teams. 

He says, “first, it’s really hard to find high-quality remote talent. Second, it’s extremely difficult to evaluate and vet remote talent to figure out who’s the right match for your company. And finally, how do you manage and operate a distributed team after you found the right team?”

Jonathan and Turing co-founder Vijay Krishnan faced all these problems while building their previous start-up, Rover, out of Stanford in 2007-08. They found they had to cast a wider net to recruit talent after realizing that start-ups like theirs couldn’t compete with giant Bay Area companies like Google and Facebook to recruit the people they needed. But, after they decided to run Rover via remotely distributed teams, they found that the CVs on job portals were of little help for remote-first companies that needed to hire quality offshore developers. 

Jonathan explains the problem of the traditional CVs by giving the following two examples. 

A Silicon Valley company might feel comfortable with a computer science graduate’s academic credentials from any of the Ivy League universities. But the same organization may be clueless while hiring a remote Nigerian developer, seeing an institute, which might very well be the Stanford of Nigeria, on his/her resume.

Similarly, a US-based company might not doubt an ex-Googler’s caliber because everybody knows Google and the vetting process it implements to hire quality developers. But, what’s the Google of Rio? Most of us don’t know.

In other words, companies will have little idea about the real skills and qualifications of remote developers through a traditional CV as it won’t tell them enough about the foreign schools and companies.

What solutions does a deep jobs platform like Turing provide?

Jonathan and Vijay understood the importance and need for a deep jobs platform to provide in-depth developer profiles, a rigorous vetting process, and management solutions for modern-day hiring problems. So, after the acquisition of Rover in 2017 by Revcontent for close to $30mn, the duo decided to build something new based on their prior experience, and Turing was born.

Turing’s approach is a vertically-integrated solution that replaces traditional IT service company offerings with an AI-based platform. It connects the top 1% of remote developers with the best US and Silicon Valley firms. 

Unlike a traditional jobs board, a deep jobs platform like Turing doesn’t stop at just matchmaking.  It goes beyond that and solves multiple problems for both companies and candidates during the hiring process.

  • Deep Sourcing and Profile Creation: A deep jobs platform such as Turing goes deep into the global talent pool to find the best candidate. It creates an impactful profile that lists out the skills and potential of a developer. These deeper profiles help match companies and candidates according to their requirements and skill-sets, respectively.

Turing Deep Developer Profiles

  • Rigorous Vetting: When a human reviews a resume, there are inherent biases that exist. But a deep jobs platform like Turing implements a color and gender-blind vetting algorithm to select the best candidates meticulously. Turing evaluates top candidates by testing their expertise, experience, performance on scientifically-designed coding challenges and interviews. 
  • Matching and Onboarding: An AI/ML-powered deep jobs platform like Turing not only matches companies with the right developers but also helps onboard them. The onboarding process addresses the vital concept of culture fit. Employees fitting into the existing culture of companies exhibit superior job performance. They are more satisfied and also less likely to leave the company.
  • Collaboration Tools: On the management side, Turing provides tools and protocols to address the challenges of managing remote teams. The Turing Workspace and Turing Virtual Machine do it all for the companies from tracking hours to enabling check-ins and standups to security.

Turing Virtual Machines

  • Payments processing: The payments are entirely handled by Turing, making it easy for both the organizations and job seekers.
  • Risk-free trial: Turing is so sure about its selection process that it lets companies pay after two weeks of the free trial if they are satisfied with the developer’s quality.
  • Community: Since remote work doesn’t give developers the atmosphere of a physical office, where they bump into their colleagues now and then, many workers might feel lonely. Turing understands this well and hence provides a sense of community to world-class developers. Having a community not only helps developers connect and grow but also creates long-term value for them.

Deep jobs platform in a remote-first world

With studies predicting more and more people shifting to remote work, companies must have the best possible offshore talent on board to stay ahead in an ever-changing tech market. In such a scenario, a deep jobs platform with its deep developer profiles emerges as a better choice for companies and remote job seekers. It enables them to go genuinely boundaryless.

“Talent in the cloud working from anywhere beats talent restricted to a single city. People have a better quality of life. Companies have a larger, more diverse talent pool. Why does your team need to live where your office is headquartered?” says Jonathan.

Turing’s expertise in the remote developer arena will iron out many of the problems that organizations could face while hiring and retaining top remote engineers in this ‘highly uncertain’ period.

If you’re a developer looking for the best remote US jobs or an organization planning to hire remote silicon valley caliber candidates, try Turing’s deep jobs platform for yourself today.

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By Mar 13, 2021
Are future workforces ready for the remote work revolution?
For Employers

Are Future Workforces Ready for the Remote Work Revolution?

With the rapid shift to remote work, can our education system keep pace and ensure future workforces are adequately equipped?

The idea of a remote workforce has been floating around since the dawn of the internet. Being location-independent affords organizations many benefits aside from cutting costs and increasing productivity. This setup can even solve talent shortage problems in tech and beyond. For example, software engineers don’t have to be in Silicon Valley to gain an opportunity to work for the world’s most influential companies. And this goes for talented individuals in other professions and industries too. Through easily accessible remote job platforms, skilled workers can seamlessly find job opportunities on par with their talent.

While the transition to remote work over the last few years has been gradual at best, the pandemic has swiftly turned it into our reality. Or, as many people like to call it, the new normal. According to a recent survey, 69% of US financial service companies expect to have more than half of their workforce in a telecommuting setup moving forward. Before the pandemic, only 29% of these businesses said they would be willing to adopt flexible working arrangements. Google, Salesforce, Facebook, and PayPal are a few of the leading companies to adopt remote work in light of the pandemic and extend it until the near future. Meanwhile, Japan’s Fujitsu took an even bigger step by cutting down its office space by half, which goes to show that remote work is here to stay. 

Readying future labor forces for remote work

With many of the world’s most recognized brands embracing this new normal, it begs the question: are today’s students, who will soon make up the labor force, prepared to work in a remote setup? Are their skills being developed at the academic level to handle and thrive in this rapidly changing working environment? 

At this point, it’s still too early to tell but, like companies, schools and universities have had to quickly transition their students to online learning. After some back and forth, Northwestern University decided to officially shift to online instruction. It’s among a growing list of academic institutions in the country that have decided to open the academic year on a remote basis. Others, like Williams College, are pursuing a hybrid model of remote and in-person classes. This shift has definitely challenged schools to improve their distance learning platforms. It also puts more value on online courses as the primary means to complete a degree and develop the necessary skills to enter an evolving workforce.

Remote learning in practice

Case in point: cybersecurity is one of the fastest-growing professions, with nearly three million positions left unfulfilled up until last year. To build skills that are in high demand across almost all industries, some universities are designing comprehensive cybersecurity programs that can be accessed completely remotely. These are built to train students in the offensive and defensive approaches to cybersecurity more effectively. 

What’s more, remote students have the benefit of learning in a virtual training ground that can be accessed anywhere and on any device. An example of this in practice is Maryville University’s online cybersecurity degree program which has been developed through their Virtual Lab – an innovative security operations center that provides cost-free services to different organizations. This lab, which was recognized by Apple for mobile innovation, lets students develop technical, hacking, and analytical cybersecurity skills. Testing one’s problem-solving skills remotely in an academic setting, where the conditions are safe and protected, is an effective way of developing necessary technical skills before students enter the workforce. Furthermore, the mobile nature of the coursework readies these future cybersecurity experts to better adapt to prevailing remote working conditions.

The critical importance of remote learning

The unique features of online learning can also prepare students for the new nature of the workforce itself. By obtaining their education online, future professionals can develop critical communication and collaboration skills that fuel remote work. More importantly, they can learn to be more adaptable — a quality that’s crucial in the 21st century and beyond. Adaptability at work means learning and applying new skills and responding quickly to changing work environments such as the one we are facing now. 

As disruptive as the pandemic has been for the academic setting, it’s given students an opportunity to hone critical technical and soft skills necessary to succeed in a rapidly evolving professional environment. Writer Goldie Blumenstyk described the times as a black swan moment, saying that the pandemic will put online education and the development of education technology tools at the forefront. It’s up to these academic institutions to train educators and develop tools and systems that will support this inevitable shift. As companies like — which connects remote software engineers to top US firms  — help accelerate the shift to remote, it becomes all the more integral that academic institutions follow suit. 

Turing is leading the charge in building top-of-the-line remote workforces. If you’re a software developer who wants to take your career to the next level, you can apply to top Turing remote jobs. If you’re a company that needs to scale your engineering capacity quickly, you can, with Turing, hire best-in-class software developers who have exceptional technical and communication skills, and work in your timezone.

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By Jan 20, 2021
Things to know to get hired as a Turing Engineered questions about Turing Jobs
Developers Corner

Things to know to get hired as a Turing Engineer

To help you out, we’ve reached out to some Turing engineers who passed Turing’s tests with exceptionally high marks and are now enjoying their time working with Silicon Valley companies. We asked them to share what they think is most important for a software engineer to know or do before applying to Turing.

If you’re reading this, you’re likely a software developer who is considering applying for You might have just learned about Turing a few minutes ago, or you might have already gotten past the teaser coding problem on Turing’s landing page, created a profile, and are now staring at an extensive list of Turing tests. Either way, you (most likely a high-achieving and high-aspiring software developer) are on the right track. The number of high-profile silicon valley companies that hire  remote software developers through Turing  is increasing each week, and more than 160,000 software developers have signed up for Turing in its first year alone. You’re smart to be jumping on this opportunity now! But, if you’re like most developers, some part of you is likely starting to wonder if you’re sufficiently prepared to dive into the application.

Even the most seasoned software developers can get anxious in the days or hours leading up to a technical interview. So, to help you out, we’ve reached out to some Turing engineers who passed Turing’s tests with exceptionally high marks and are now enjoying a remote software job with top US companies. We asked them to share what they think is most important for a software engineer to know or do before applying to Turing. We even asked the primary designer of the Turing Tests himself, Turing’s VP of Engineering, Zan Doan, (previously an Engineering Manager at Facebook) to give his thoughts. Here is what they said:

  1. Sharpen your problem-solving skills

    First and foremost, as in any Silicon Valley technical interview process, Turing engineers are expected to be expert problem solvers, able to manipulate data structures and common algorithms to solve a variety of problems while optimizing for speed and efficiency. Everaldo, a Turing engineer based in Curitiba, Brasil, gave the following advice:
    “Turing applicants should familiarize themselves with sites like HackerRank and Codewars, where they can sharpen their problem-solving skills. They should also study dynamic programming and Big O notation to understand techniques for coding challenges, since, if you implement a naive solution, it will get a lower score or might timeout if the solution is quadratic or exponential.”
    Everaldo also recommended studying the well-known book “Cracking the Coding Interview” by Gayle McDowell. Not a bad idea considering one can always count on seeing a few Stanford CS students crouched over that “little green CS bible” in the Stanford dining halls during the interview season. Mastering the material there will put you in a position to get the same caliber jobs that many of those same Stanford students are pursuing!

  2. Know your tech stacks

    One thing that is relatively unique about Turing’s tests is that you have the opportunity to demonstrate mastery in an array of tech stacks with which you’re familiar. Whether you’re a Swift iOS developer, a MongoDB + React + Node.js full-stack developer, a Frontend developer with expertise in Flutter, a Python developer capable of scaling a Django backend, or anything else, you can find corresponding tests on Turing’s platform. Dhyey, a Turing engineer based in Ahmedabad, India, says, “Make sure to take and pass as many tech stack tests as possible. Proving you have a range of skills will make you eligible for multiple roles and increase your chances of getting hired.”
    Doing well on these specific tech stack tests might require a little review before you jump into them. Zech, a Turing engineer, based in Addis Ababa, Ethiopia, recommends you do the following:
    “Take a little time to lightly review anything about that particular technology or language you’re not very familiar with because the tests tend to assess your knowledge about it from end to end. Of course, this doesn’t mean you should dive into a full-on ‘study for exam mode’ but just refresh your knowledge of a few things. If you’ve used a language/technology professionally for some time, you should pass the test without much problem.”

  3. Showcase your technical experience

    Investing time into filling out all the details of your profile and past experiences may be a hassle, but it will give you an edge over other vetted candidates. Dhyey emphasizes this point saying, “since the process is highly competitive and there is very little human interaction, it is very crucial for your profile to accurately reflect your ability for you to get picked over other vetted candidates.”
    If that alone doesn’t convince you of the importance of highlighting your past accomplishments, projects, and experiences, this is the area that Zan Doan, the primary designer of the Turing Tests, also believes is most important. He says:
    “The word I would use to describe the best Turing developers is ‘hands-on.’ Turing jobs often require developers to adapt to a startup environment and make an impact quickly. Because of this, Turing tests not only ask the candidates questions about their general work experience but also hands-on questions about detailed implementations.”
    Showcasing your ability to excel in a hands-on environment by taking care to describe your past technical experiences in your profile accurately will prime you for success on Turing.

  4. Finally, prepare your workspace for success.

    The Turing application process is similar to any technical interview, with the added caveat that the online tests (and later on, the possible interview) are all done remotely, meaning you’re in charge of preparing your space.
    On this point, Zech recommends, “make sure you’re in a relaxed environment with little to no distractions. You’ll need to have a working and stable internet connection, especially since you can’t retake an exam within three months in the event you fail.
    Similarly, if you qualify for an interview, Everaldo says, “it’s just like a regular interview: be ready, on time, dress code, be polite, and don’t be afraid to ask questions. Also, it helps to have a good setup for the interview. Have a strong Internet connection, headset, mic, and test the setup before the meeting.

And that’s about it! If you feel well-enough prepared in the above four areas, you should have no problem feeling confident clicking “start” to begin taking Turing’s tests or signing into a remote Turing interview. Silicon Valley opportunities are at your doorstep. The most beautiful thing about Turing’s application process is its hyper-focus on finding talent. We believe talent can be found anywhere and can be of all races and genders. And if, by chance, you’re not successful in your first shot at applying to Turing, a computer science education has become so democratized that we’re confident you can study up, come back, and succeed another day.  Remember, at Turing, we know that not only is talent universal, but opportunity as well.

Ready to get started? Apply to Turing’s remote software developer jobs now. 

Join a network of the world's best developers and get long-term remote software jobs with better compensation and career growth.

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By Nov 29, 2020

The Post-COVID-19 Workplace

Since the COVID-19 outbreak began in early spring of 2020, Few aspects of life have changed more than the workplace. A recent Stanford study reported that upwards of 42% of Americans are now working from home full-time (compared to just 7% pre-COVID-19).

Since the COVID-19 outbreak began in early spring of 2020, Few aspects of life have changed more than the workplace. A recent Stanford study reported that upwards of 42% of Americans are now working from home full-time (compared to just 7% pre-COVID-19).

Pressed suits and business trips have given way to Zoom calls made from the kitchen counter, and growing collections of drawstring pants. With more and more companies making increasingly long-term shifts to remote work, it leaves us wondering, what will the new ‘normal’ workplace entail?

Earlier this month, the BBC Visual and Data Journalism Team released a stunning rendition of a typical work day in the post-COVID-19 workplace. While many of their proposed changes to the workplace will come as obvious adaptations, some of their predictions may surprise you.


The demand for large-scale office spaces is already dwindling, according to Hugh Pearman of the Royal Institute of British Architects. In their place, Pearman argues, will rise specially designed workplaces removed from bustling city centers.

Such workplaces will be smaller, and carefully designed to facilitate in-person meetings; which will likely only be held for collaboration and brainstorming with colleagues. Long-gone are the full work days of tapping away at a keyboard (you can do that from home).

“Touchless Technologies”

Additionally, new buildings will likely employ “touchless technologies” that take advantage of data science, face activation, and voice recognition. Furthermore, air conditioning may be equipped with UV lights to kill bacteria and viruses. Antimicrobial metals such as copper will be used in high-touch areas.

“The Shift Away from the City”

Pearman goes on to point to historical precedents of health concerns driving large scale infrastructure changes. It was concern of disease and air pollution in the late 19th and early 20th centuries that triggered population movements away from city centers into new and growing suburban areas.

“The Death of the City”, as a recent Politico article called it, blames COVID-19-induced telecommuting as the root cause of the urban flight taking place across the developed world. When employees realize they can work from anywhere, the lucky ones pick up and move for greener pastures.

“Making the Home Work”

With more people completing a greater portion of their jobs from home, the very idea of “home” is bound to shift as well. UK architect Grace Choi has already experienced these new demands, with more and more requests being made to incorporate home offices and work studios into new constructions.

According to Choi, “we’re all going to need to configure our space in a more intelligent way” as we adjust to a world of remote work structures.

We will all be adjusting in the months (and years) to come as we become hybrid workers – sometimes at home, sometimes at the office. One thing’s for sure however, remote work is here to stay.

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By Aug 17, 2020