Hire Engineers Through a Process That Does Not Depend on Who Happened to Interview
Software hiring is quick, competitive and hard to repeat. We help you build the process behind it: an approved requisition, a technical evaluation that scores each candidate against the same rubric, offers made from a pay band, and a contact plan that holds candidates through a long notice period. We can design the process, run parts of it alongside your team, or do both.
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Share your requirementsThe starting point
Is Hiring Faster Than Your Process Can Keep Up With?
Most flow comes from referrals and job portals, and each interviewer asks what they prefer. Offers are made into a market that moves quickly, to people who may serve a notice period of weeks while competitors keep calling.
We help you make hiring repeatable, so quality and speed stop depending on whoever is free.
You may be experiencing:
- Technical interviews that vary by interviewer, with scores that are never written down.
- Panels that disagree, so a candidate strong for one team is turned down by another.
- Offers negotiated one at a time, with no band, so two people at the same level start on different pay.
- Candidates who accept and then withdraw during notice, after a counter-offer or a better call.
- Requisitions that arrive as a chat message, with no level, budget or approver stated.
- Recruiters spread across several stacks, filling roles they cannot judge.
- No record of which source produced the hires who stayed.
What we can help with
Our Recruitment and Talent Acquisition Services for Software Companies
Requisition and Approval Route
Design a requisition that states role, level, band, stack, location and approver, and a route that moves it quickly. Hiring managers know what must be in place before sourcing begins.
Role and Competency Profiles
Write role profiles by family, such as backend, frontend, mobile, QA, DevOps, data, product and support, with the skills, depth and scope expected at each level.
Sourcing Plan by Role
Choose channels to suit the role: referrals, portals, professional networks, communities, campus and direct outreach. Senior or scarce skills are approached differently from volume support hiring.
Structured Technical Evaluation
Design interview stages and a scoring rubric for each role family, covering problem solving, design, code review, collaboration and communication, so every candidate meets the same standard.
Panel Training and Calibration
Brief your interviewers on what to ask, what to record and how to give a clear recommendation. We run calibration sessions so panels read scores in the same way.
Banded Offers and Approval
Link offers to levels and bands, define who may go above the band and how the exception is recorded, and prepare offer communication that sets out the role clearly.
Notice-period and Counter-offer Tracking
Plan contact through the notice period, with named owners, scheduled touchpoints and a log of any competing offer, so a drop-off is seen early and not on the joining date.
Source and Funnel Reporting
Track time to hire, stage conversion, offer acceptance and joiners retained, by source and role family, so you can spend on channels that bring people who stay.
Working together
Recruitment Support That Fits Your Needs
Process Design
A requisition route, rubric, scorecards and offer approval built for your teams.
Role-by-role Search
Focused sourcing and screening for specific engineering, product or delivery roles.
Hiring Drives
A coordinated plan for several roles, such as staffing a new client programme.
Panel and Calibration Support
Interviewer briefing, calibration and scorecard review for your own recruiters.
You can take one of these on its own or combine them. Scope, responsibilities and commercial terms are agreed before the engagement begins.
The deliverables
What You Receive
Depending on the agreed scope, your engagement can include:
- A requisition format and approval route.
- Role profiles with level expectations.
- A sourcing plan for each open role family.
- Interview stages and scorecards for technical and non-technical roles.
- A panel briefing and calibration session.
- An offer approval route linked to bands.
- A notice-period contact plan with owners.
- A funnel report by source, role and stage.
Step by step
How We Work
Review the Last Year of Hiring
We read recent requisitions, scorecards, offers and joiners, and ask hiring managers where the process slowed or produced a poor fit.
Set the Standard
We agree the stages, the rubric for each role family, who sits on each panel and what an acceptable offer looks like.
Source and Screen
Where we run search for you, we approach and screen candidates against the agreed profile and present them with notes. Your team makes the hiring decision.
Coordinate Interviews and Offers
We schedule panels, collect scorecards, support the decision and keep candidates informed through offer and notice.
Review and Adjust
Before work starts we record where you stand, and we report on funnel and joining results against it, adjusting the process after each batch.
The difference
Make Technical Hiring Repeatable
A structured hiring process helps your company:
We do not promise outcomes. We record a baseline before work starts, covering time to hire, offer acceptance and the share of accepted offers that become joiners, and report against it, so you can see what changed and what did not.
- Compare candidates on the same rubric, whoever interviewed them.
- Offer from a band and explain the offer.
- Spot withdrawals during notice while there is still time to respond.
- Reduce interview load on senior engineers by using panels well.
- See which channels bring hires who stay.
- Keep hiring managers and HR clear on who owns each step.
Find your fit
Who This Service Is For
Engineering Teams Hiring Steadily
Add structure to hiring that now runs on referrals and goodwill.
IT Services Firms Hiring for Projects
Staff programmes against client start dates, with screened candidates ready.
Startups Without a Recruiter
Borrow a process and recruitment capacity until volumes justify a hire.
Companies Hiring Leaders and Specialists
Run a focused search for architects, heads of engineering and scarce skills.
Support and BPO Operations
Run high-volume hiring for shifts, with consistent screening.
How it usually shows up in information technology and software
Software hiring often starts with a manager's message and ends with an offer negotiated by whoever is available. Referrals and job portals carry most of the flow, and a recruiter or two in the HR team chase candidates across several stacks. Technical interviews vary with the interviewer: one asks algorithms, another asks about past projects, and neither records a score. Panels are rarely calibrated, so a strong candidate for one team is a rejection for another. Offers are made against a market that moves quickly, with no band to refer to, and candidates serving long notice periods receive offers from competitors in the meantime. Time to hire, source quality and offer acceptance are seldom measured, so the same problems repeat.
Common challenges
Where it goes wrong in information technology and software
Interviews depend on the interviewer
Each panel asks different things, scores differently and records little.
Offers have no band
Two hires at the same level are offered different amounts depending on negotiation.
Notice period is a blind spot
Selected candidates are lost to counter-offers or competing offers while serving notice.
Sources are not measured
Nobody knows which channel yields hires who stay and perform.
A better process
What a working version looks like
- 01
Approve the requisition first
Each opening has a written role, skill list, level, band and approver before sourcing begins. The recruitment process shows the steps.
- 02
Structure the technical evaluation
Set a rubric per role and level, with the same stages for every candidate and a scorecard completed by each interviewer before discussion.
- 03
Train and calibrate panels
Give interviewers a short briefing and review a few decisions together each month, so standards line up. See interviewing skills for managers.
- 04
Offer from the band
Make offers within the band for the level, with a documented approval for exceptions.
- 05
Track source and outcome
Record where each hire came from and how they are doing after the first year, then adjust spend.
What to check this week
- Read the last three interview scorecards and see whether they are filled in.
- Compare offers made to two people at the same level.
- List the candidates currently serving notice and who has spoken to each.
- Ask what the shortest and longest time to hire was this year.
- Check whether job requisitions state level, band and approver.
Confirm with a qualified professional. What applies depends on your establishment, your state and your sector, and it changes. This page describes a practice; it does not state a legal position.
What this looks like in information technology and software
The parts of recruitment and talent acquisition that are specific to this sector, rather than general.
Technical Recruitment
Structured hiring that does not depend on who interviewed.
What this coversHide
Technical Recruitment
Structured hiring that does not depend on who interviewed.
What this coversHideEngineering and product
- Software Engineers
- Senior Engineers
- Tech Leads
- Architects
- QA Engineers
- Automation Engineers
- DevOps
- Site Reliability Engineers
- Data Engineers
- Product Managers
- Designers
Delivery and support
- Project Managers
- Scrum Masters
- Business Analysts
- Support Engineers
- Implementation
- Pre-sales
- Client Servicing
- HR
- Finance
- Admin
- Manpower requisition
- Hiring approval and budget
- Structured interview stages
- Technical evaluation rubric
- Interview scorecards
- Panel calibration
- Compensation bands at offer
- Offer approval
- Notice-period and counter-offer tracking
- Joining follow-up
Questions on this, in information technology and software
We design the stages and rubric, brief your panel and calibrate scoring. Where a deep technical assessment is needed, your engineers usually conduct it, since they know the stack. We can coordinate the schedule and collect the scorecards.
We agree a contact plan with an owner for each candidate, with touchpoints through the notice period and a note of any competing offer. This lets you act while a withdrawal can still be prevented.
Bands link to levels and are a compensation decision for you. We help you set a working range for offers, record the approval for exceptions and compare offers at the same level, so the offer is not decided in isolation.
It can be included where agreed, and its scope is confirmed before work begins. Client contracts sometimes ask for specific checks, so tell us early. Confirm what checks you may carry out with a qualified professional.
Yes. We organise requisitions by priority, assign owners and report progress by role family, which is useful when a new client programme needs several roles at the same time.
Often yes. We design the stages, scorecards and reports first, and then configure them in your tool or on the GullyHR platform, so records of candidates and decisions are kept in one place.
Use a written rubric per role and level, the same stages for each candidate and individual scorecards before the panel talks. This reduces the effect of who happened to be on the panel.
Most decisions are made during the notice period, when competing offers arrive. A named contact, regular conversation and a clear joining plan keep the candidate engaged.
Often they produce hires who stay longer, but only your own data can say. Track source against retention and performance for a year before deciding where to spend.
Only within a band, and with approval on record. Ad hoc premiums create pay gaps between people at the same level.
Build a Hiring Process That Keeps Pace With Your Roadmap
Tell us which roles are open, how you hire today and where candidates are lost, and we will discuss how to help.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Discuss Your Hiring Requirements
Share the roles you need to fill and your preferred hiring timeline.
The general method — what recruitment and talent acquisition covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the workforce and recruitment process page. What is above is the part that differs for information technology and software.
To run this in a system rather than on paper, see recruitment management.
Other HR topics for information technology and software
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for information technology and software, or another industry.