FAQ

We know that attracting and retaining the best people requires a great workplace culture, opportunities for growth, interesting work, and competitive remuneration. That’s why we do salary increases twice a year – so good growth can be rewarded quickly.

We also do a few thousand interviews a year! This allows us to collect LOTS of data on what people are being paid in the industry, and make sure we are aligned with (and hopefully consistently beating) those benchmarks.

Over and above basic salary stuff, we also give bonuses, fuel or travel allowances, extra leave based on tenure and have a flexible provident fund options.

Most importantly, we have an open-door policy when it comes to pay – we encourage people to talk to us about their concerns when it comes to money. Whether it’s dissatisfaction or life has happened, and you need cash to support a family member or dig yourself out of a hole, we will try to figure out a solution with you.

Maybe, like many of our hires, you applied through this website. Or perhaps you were referred by someone you know or one of our recruiters reached out to you.

If your qualifications and experience look like a great match on paper, one of our recruiters will set up an introductory chat to get to know you, answer any questions you have, and see if we're a good fit for each other. If that goes well, we'll move on to a technical interview. These typically last around 90 minutes and, where possible, take place in person, giving you the chance to meet some of the team and show us how you approach real technical challenges.

You can learn more about each stage of the process on our How We Hire page.

Unlike many traditional consultancies, Entelect is run by technologists, not salespeople.

We don’t believe in treating people as interchangeable resources or placing them into stagnant environments just to fill roles. Our focus is on building high-performing teams, growing individuals, and delivering meaningful solutions.

Entelectuals are encouraged to influence decisions, contribute ideas, challenge thinking, and take ownership from early in their careers.

Bench is normal in a consultancy, and we don’t view it as a bad thing. Finding the right project fit for an individual can take time. Having a healthy mix of skills on the bench allows us to build the right team composition when we land a new sale.

We’re not a law firm – if you’re not “billing” it doesn’t mean you’re a problem in our business. We have converted our bench into a team called The First Order who work on various internal experiments, projects, and training initiatives. It gives people rotating between projects a chance to chill out or upskill, and newbies a practical introduction to our culture and how we operate.

We see AI as a tool that delivers real value to our customers and improves ROI in many cases. However, Entelect does not own the IP or products we work with, so ultimately this decision is determined by our customers, based on their level of comfort and the tooling they wish to use. We have recently appointed Greg Schroder as Head of AI Applied Engineering to evolve our usage of AI across the SDLC and to provide guidance and develop solutions for our customers.

We have fought hard against the notion that everyone must move into leadership positions to progress. There is no benefit for a person, Entelect or our customers if someone is “Peter Principled.”

There is huge value in having extremely senior craftspeople who are highly productive, can mentor a few others technically and can ensure that the team do things well.

So, there is no salary cap if you want to stay as a senior craftsperson, and in our world, there are always new technologies, domains, tools, and process to carry on learning.

Finding people who want others to succeed is part of our culture-fit assessment. Mentoring is a huge part of who we are, and there will be loads of people who will help you to grow, rather than make you feel inferior.

We know that imposter syndrome is a real thing in our industry, so we do our best to help provide a safe place for you to step outside your comfort zone.

Don’t be! You’ll get loads of support from those around you, continuous feedback, and dedicated time from your Team Lead.

Senior Leadership is aware of what is going on in each project and will be there to support and acknowledge great work.

We have processes for each team to share info of what’s happening on the ground, and your entire line of management will see what you bring to the table.

We are a consultancy, so some projects will always be tougher than others. However, we can guarantee that you will grow here and that you will be surrounded by good people who want to help you succeed and who will have your back.

Scaling consistently across 200+ projects is a big part of our challenge. We believe in a tribe of tribes' structure, so each team does things slightly differently.

If you are working under a newer Team Lead, they may be learning their craft, and your experiences may vary. We tend to let each tribe figure out what to do themselves, which gives great opportunities for growth and autonomy but sometimes means you have a lot of pressure on you.

No way! We never put people alone at a customer, and you’ll always be surrounded by Entelectuals and Entelect leadership, even if you are working with the customer’s team and stakeholders.

This is important to us both from a culture and customer service perspective. Having groups of people together means that we can check each other's work and sentiment, thereby ensuring that the customer gets the best quality of delivery and service.

We put a huge amount of emphasis on ensuring each team remains connected to the mothership and its culture, and our customers are incredibly supportive of that.

No problem. Part of working for a company like Entelect means that you can switch to a new project.

This is great for you, but also for the business. It means that our people are always growing, our teams must actively avoid creating key-person dependencies and any knowledge remains in the business when someone rotates rather than resigns.

We don’t have much in the way of legacy tech, but the bottom line is that if the project doesn’t float your boat, you can change. A rotation may take a few months due to handovers and trying to find a new team that's a better fit, but the process is easy.

The company may be bigger nowadays, but our senior leadership puts more time than ever into getting to know every person individually.

It takes a great deal of effort, but our philosophy will always be that every Entelectual has some sort of direct relationship with at least one senior leader in the business. If you don’t believe that it’s possible, ask around!

From here, all the bases of a family feeling can be fostered. Along with the fact that each team functions like its own little tribe means that you’ll always feel like part of the smaller and the wider communities.

We have embraced the world of hybrid work, but we still encourage enough get-together opportunities to build culture and relationships with team members and customers.

Of course, many of our teams are distributed across the country and globe, so we have a strong set of remote work principles that guide us to ensure culture is maintained regardless of where you’re working from.

We also promote flexitime, so that our people can skip traffic, duck out to pick up the kids or be at home to let the plumber in. If you keep to your commitments and don’t miss meetings (virtual or in-person), you’re given a lot of freedom!

This will be communicated back to you on an ongoing basis, through monthly catchups with your Team Lead and via the review process.

You'll be working with nice people though, so the informal channels are just as important! If you're really kicking ass and taking names, you will be rewarded via the salary increase process, taking on greater responsibilities (if you want them) and plenty of kudos and commendations from leadership and customers.

Technology, experience, and skills-fit are the most important criteria when determining which project a person would be assigned to.

However, we also look at several other factors, such as which projects need people, the location of the project (so as not to force anyone into overly lengthy commutes if it’s a hybrid project) and any desires that person may have. For example, someone may really want to work in a particular business domain, or on a specific technology. We will try to make that happen, although, of course, it is dependent on opportunities available at the time.

Teams are structured around the type of project, length of project, skills requirements, and employee growth opportunities. This means that wherever possible, we will not only place the best mix of people together to deliver effectively on a project, but also ensure that the people bring a mix of expertise to the team. 

Due to history and society, we are in an industry that has only recently become more representative of the mix of gender and race in our country.

Since we started, we have seen a lot more females and people of colour coming out of universities, so the number is naturally rising. But that does not mean that we can just rely on nature to bring about the change that we want to see. We have specific focus groups and training that help us actively grow leaders amongst the underrepresented groups. Growing this from the bottom up is our strategy, rather than looking to bring in quotas.

This is because so many of our leadership team started at the bottom of the company, and we want that path to be open to all. We have always been and always will be a meritocracy. As an aside, diversity is not just about box-ticking - an open communication forum and plenty of "ask-me-anything" sessions encourage different opinions and diverse views to be shared and considered. Diversity in thinking, progression and removing bias is the important thing here.

The standards that we set our leaders are exceptionally high.

We are a service company, so good leadership impacts both customer and employee experience. We provide lots of coaching for leaders – much of senior leadership’s time is spent giving this coaching because we believe that leadership is a craft.

Of course, we don’t get it right all the time across 200 leaders of varying skills and experience. But our culture doesn’t tolerate unkind people, especially in leadership. You may end up working with a leader who is still learning and perfecting their craft (which of us is not?) but the stakes are too high for us to tolerate a toxic leader in the business.

There is a very long answer to this, and you’d be better off asking this in the interview! That said, we view leadership as a craft.

Our leaders are given the time to look after their people, manage the sentiment of customers and colleagues and pave the way for team success.

We believe that being a leader in this business is one of the toughest but most rewarding roles out there.

We have an Employee Assistance Programme and a network of doctors and psychologists at your call, which we pay for.

Mostly though, you will be working with people who care, and have a great support network for whatever you're facing -whether it be personal, financial or anything else.

We also ask outright in our twice-yearly employee experience surveys - and if we see people struggling, we will do our best to support them.

We've also made effort to surface these discussions, so people feel more comfortable talking about them in one-on-ones and in catchups - with leaders who are trained and look out for early warning signs. Awareness is promoted, and so is action. This is always a work in progress, but the health of our community is important to us.

We do not promote overtime but rather focus on sustainability.

If there is a ton of overtime on a project, it means we are managing it badly and will endeavour to fix the root cause.

We keep an eye on all overtime logs but usually hear about burnout issues long before that via the grapevine.

For individuals burning out, we encourage leave, rotations to other projects or even a temporary spell on our First Order team to re-invigorate.