5 Tips to Integrate External Software Developers into Your Team

5 Tips to Integrate External Software Developers into Your Team

Today, more and more IT companies, especially on agile software, have been hiring external software developers to work on a certain project or product. This has proven beneficial to the industry for years.

According to statistics, outsourcing software developers can significantly reduce the company’s operational costs from 50 to 90 percent. This is because the company needs to hire only software engineers who are experts or knowledgeable on the project; thus, eliminating the need for trial and exploration.

Aside from that, hiring external app developers helps the company refocus their time and energy on other matters, leaving the project in the hands of experts. They can also provide a broader understanding on the subject matter.

Although hiring external developers have become a trend in many companies, there are still downsides that are undeniable. One is their loyalty and commitment to the service. Because they are “hired men”, it is easy for them to feel like they are just completing a task and not really working with passion. These things are unavoidable and can even worsen if you don’t work it out.

If you’re a business owner, a project manager, or simply a team leader, you might be asking yourself how you can make them feel “at home” in your team. How do you really integrate external software developers into your existing team? Here are simple tips that you can start with.

Tip #1. Get them involved with each other

One way software developers can stay happy and committed to their task is by giving them a pleasant and light working environment. Provide a friendly atmosphere, and make sure everyone is getting to know each other. Since communication, cooperation, and coordination are key to completing a project, it is important that everyone in the team works together. As a team leader, you must look for an external app developer who is willing to work with other developers and is open to share his or her knowledge and learnings with them.

Moreover, it is important that developers become familiar with the business. Being transparent is one key to making them feel that they are part of the company.  You should let them feel that they are trusted and that they are able to complete the project. The goal of the team should also be laid out thoroughly in detail. Make sure that the entire team is directed toward one goal.

Tip #2. Define each member’s roles, both among the external software developers and the existing team

As a team leader or manager, you must clarify the role of each developer and the part they have to take in the project. This way, conflict between the developers will be avoided. This also makes it convenient for everyone because they know which area they will be needed in or will be working on. Once a member is done with their part, he or she can help in the other parts by providing input on how to make things easier and faster.

Make sure that developers do not only finish their parts but that they are also aiming to complete the project.

Tip #3. Build strategies together as a team; hear what they say

Venture-Traction_Team-Motivated - Nearshore Customer ExperienceThe first thing that you must do after hiring external software developers is to sit down with them and talk things through. One effective way to have them trust you is to get their opinions. Make sure that you are letting their voices be heard and that you are open to their suggestions. Let them plan out approaches that will help the team complete the project.

Tip #4. Ensure constant communication within the team

Working together will not be possible if there is no constant communication. This is important, especially for developers who are using the agile method.

You can use online communication platforms for business to make sure that you can communicate as a group even after meetings. Developers should be updated on the status of the project, especially when you encounter problems or technicalities. Everyone must be open and should not be afraid to raise concerns, especially those that need to be addressed. These can only be resolved through proper communication.

Tip #5. Get everyone moving

External software developers are usually hired because of their expertise and knowledge about the project. However, other members or the existing team should eliminate the mentality of separation or the “this is our or my part” and “this is their part” thinking. Make sure that everybody is involved and working as a team. Software development needs group effort, and completing the project requires unity from the team.


The tips discussed in this article can help you integrate outsourced software developers into your team faster and easier. However, the best way is still to motivate and trust them. Developers stay loyal and committed to a company that motivates them and gives them the kind of growth they need. This is important, especially since software development takes time and commitment.

Are you looking to work with a competitive and committed agile software development team? Contact Us we can help you.

How to Divide Responsibilities in Your Startup

How to Divide Responsibilities in Your Startup

Startups are an exciting place to be right now. They are full of ideas, passion, and a race to become the next Unicorn. Everyone wants to work for the next Uber or Snapchat, but their meteoric rise to prominence was the result of a complex series of steps, setbacks, challenges, and of course people.

What may entrepreneur fails to realize, is that now is the best time to get a winning formula. If you have a small team, responsibilities may tend to be ad-hoc. One of you will have a knack for chasing down clients, while another may prefer managing employees on a day-to-day basis. None of this is bad – if you agree on the roles each person should be doing, that is!

How do you share responsibilities without treading on the toes (and delicate egos) of your partners? We have a few handy tips.

Know Your Skillsets, Objectively

Entrepreneurs and founders are typically good at a few things. They can get by in most scenarios, which is why they are great for getting an idea from paper to production. However, as your company grows, you need to be objective about your own skills. It’s not as simple as writing down what you are good at – have your team do this for you. It could be that they see you as effective in an entirely different area.

A great tool for this (though slightly cliché) is Myers-Briggs type personality tests. They give a business-friendly view on personality types, and where the team would fit best in your startup.

Don’t Take It Personally!

If your co-founders or colleagues don’t agree on your assessment of their skills, it’s easy to say that’s ‘Just Business’. If they say the same about you… well, it’s hard not to take that criticism personally. Truly successful businesses rely on management seeing the bigger picture and moving the idea forward.

Remember that your team wants to succeed as much as you do – and only a team effort will get you there.

 Formalize Roles…

I know that you may not need an entire C-Suite management team from day one, but formalizing roles based on skillsets gives your team legitimacy. You know the fundamental areas of your business and what skills they require, so once you have a list of everybody’s strengths, formalize what they do.

…But Don’t Become Too Stale

Of course, don’t formalize roles to the detriment of your startup. Things change. Business evolves. The great thing about a startup is that it’s flexible enough to change with the market, and so should your roles. Tim may have been a great salesman when you had smaller clients, but dealing with corporations takes an entirely different mindset (think purchase orders, tenders, procurement contracts, I could go on…). Don’t be afraid to shuffle up the deck, bring in new skills, and evolve your team over time.

Create Accountability

This may be the hardest thing to do in a smaller startup. Oftentimes, entrepreneurs rely on gut and emotion when forming a team. Friends are brought in, are given a role, and then silo mentality can take hold. You trust your friend. If you are divvying up roles based on skillsets, then you should hold those same skills accountable for the results they bring.

Have regular, formal meetings, and discuss objectives. Track progress. Assess whether something is succeeding or failing. If something isn’t going so great? Discuss why, and then take action.