Career Consultant vs Recruiter in IT

The labor market in the IT sector is becoming increasingly competitive and dynamic, while requirements for specialists are growing higher and more diverse. In such conditions, many candidates consider whom to turn to for professional support: a recruiter or a career consultant. Although both roles are connected with employment and career development, their objectives, approaches, and areas of responsibility differ significantly.

A recruiter is generally focused on filling specific vacancies and matching specialists to company requirements. A career consultant, in contrast, works with the individual as a professional, helping to define career goals, build a development strategy, and increase competitiveness in the labor market. For IT specialists who are in the process of changing jobs, pursuing professional growth, or rethinking their career path, understanding these differences is especially important.

In this article, we examine how a career consultant differs from a recruiter in IT, in which situations it is advisable to work with each of them, and what value such cooperation can bring to specialists at different career stages, from junior to senior and managerial roles.

Who Is a Recruiter in IT

A recruiter in IT s a specialist who is responsible for sourcing candidates based on specific company requirements. The main task of a recruiter is to find a suitable specialist who meets the vacancy criteria and to support the hiring process from the first contact to the candidate’s first day at work.

Main Tasks and Area of Responsibility

An IT recruiter works on behalf of an employer or a recruitment agency and focuses on closing specific positions. Their responsibilities include searching for candidates, conducting initial screening, organizing interviews, assessing professional skills, and coordinating communication between the candidate and the company. A recruiter also informs applicants about working conditions, position requirements, and selection stages; however, their primary objective is to successfully fill the vacancy in the employer’s interest.

Whom and in Which Situations a Recruiter Helps

A recruiter is particularly useful for IT specialists who are actively seeking employment and are ready to consider concrete job offers. Recruiters help candidates gain access to relevant vacancies, accelerate the hiring process, and successfully navigate selection stages. Most often, a recruiter is effective when a specialist has already defined their career direction, position level, and target market and needs direct contact with employers.

Who Is a Career Consultant

A career consultant is a specialist who works not with vacancies, but with an individual’s professional development. In the IT field, their role is to help specialists consciously build a career path, identify strengths and growth areas, and determine optimal development directions based on current labor market conditions. Unlike a recruiter, a career consultant acts exclusively in the client’s interest, not the employer’s.

Role and Key Functions

The key function of a career consultant is to support specialists in making career decisions. This may include analyzing current experience and competencies, defining career goals, choosing an optimal development track (technical, managerial, product-focused, and others), and preparing for entry into the labor market. A career consultant helps create a strong résumé and professional network profile, prepare for interviews, and develop an effective job search strategy.

Working with Career Strategy and Professional Development

A career consultant places particular emphasis on long-term strategy. They help IT specialists understand which skills should be developed, which projects to choose, and how to build a career focused on income growth, increased responsibility, and professional sustainability. This work is especially relevant when changing specialization, moving to a new level, or experiencing professional burnout, when the goal is not simply to find a new job but to rethink career direction.

Key Differences Between a Career Consultant and a Recruiter

Although both career consultants and recruiters operate within the context of employment, their goals, approaches, and interaction focus with IT specialists are fundamentally different. Understanding these distinctions helps professionals choose the most effective form of support based on their current career challenges.

Objectives and Focus of Interaction

The primary objective of a recruiter is to fill a specific vacancy in the interest of the company. Their focus is on how well a candidate matches the position requirements at the present moment: technology stack, experience, level, and readiness to start work.
A career consultant, by contrast, is focused on the specialist’s interests and helps answer a broader question: where to go next and why. Their goal is not rapid employment, but informed career decision-making.

Approaches to Candidate Support

A recruiter supports candidates within the framework of a specific hiring process, from the first contact to the employer’s final decision. Interaction is usually limited to the vacancy context and ends once the candidate starts work or is rejected.
A career consultant works more deeply and systematically, analyzing experience, motivation, and values, identifying growth areas, and helping to build an individualized development plan that may extend far beyond a single job change.

Long-Term vs Short-Term Perspective

Recruiter work is predominantly short-term and focused on achieving quick results. Career consulting, on the other hand, is built around a long-term perspective. Specialists gain tools and understanding that help them manage their careers not only in the present, but also in the future. This approach is particularly valuable for IT specialists planning sustainable growth, role changes, or transitions to higher levels of responsibility.

When It Is Advisable to Work with a Recruiter

A recruiter is the most effective partner when an Information Technology specialist has already defined their career goals and is ready for active engagement with employers. In certain situations, working with a recruiter enables faster entry into the labor market and access to relevant job offers.

Active Job Search

When a specialist is actively seeking employment and is interested in quick placement, a recruiter helps reduce the time required to secure a new position. Recruiters offer relevant vacancies aligned with the candidate’s experience and level, organize interviews, and guide the selection process. In this scenario, the recruiter serves as a bridge between the candidate and the employer market.

Matching for a Specific Vacancy

A recruiter is particularly useful when a specialist is considering a specific role or company. They help clarify vacancy requirements, employer expectations, and hiring process nuances, as well as prepare for interviews within the corporate context. This interaction format is effective for specialists who clearly understand which role they want to pursue.

Entering the Labor Market Through Employers

For many IT specialists, recruiters become the primary channel for entering the labor market. Through recruiters, candidates gain access to vacancies that are not always publicly advertised. This is especially relevant for middle-level and senior-level positions, where hiring is often conducted directly through agencies and internal Human Resources teams.

When a Career Consultant Is Needed

A career consultant becomes particularly valuable when standard job searches no longer provide answers to key professional questions. In the IT sector, such moments are often associated with career changes, increased responsibility, or internal challenges requiring a thoughtful approach.

Changing Career Track or Specialization

When transitioning to a new direction, such as moving from development to management, a product role, or another technological field, it is important not only to find a vacancy, but to build a coherent transition strategy. A career consultant helps assess existing competencies, identify skill gaps, and develop a step-by-step transition plan based on real market requirements.

Advancing to Senior or Management Level

At the stage of progressing to senior or managerial positions, not only skill requirements change, but also expectations of the role itself. A career consultant helps prepare for this transition by adjusting professional positioning, strengthening leadership and communication competencies, and determining whether expert or managerial growth is the most suitable path.

Burnout and Professional Crises

Professional burnout, loss of motivation, or a sense of stagnation are common challenges in IT. In such cases, searching for a new job does not always solve the underlying problem. A career consultant helps identify the causes of the crisis, reassess career goals, and find development directions that align not only with market demands, but also with the specialist’s personal values.

Is It Possible to Combine Work with a Recruiter and a Career Consultant

In many cases, the most effective strategy for an IT specialist is not choosing between a recruiter and a career consultant, but combining both in a thoughtful way. These roles do not compete with each other; instead, they complement one another and enable a comprehensive approach to career development.

A Comprehensive Approach to Career Development

A career consultant helps build a strategy: defining goals, choosing a development direction, refining professional positioning, and preparing for market entry. A recruiter then becomes involved at the stage of practical implementation, offering relevant vacancies and supporting the hiring process. This division of roles helps avoid chaotic responses to job offers and allows focus on truly suitable opportunities.

Increasing the Chances of Successful Employment

Combining work with a career consultant and a recruiter increases the likelihood of successful employment through a more informed approach. The specialist enters the market well prepared, with a clear understanding of their value and goals, while the recruiter helps communicate this to employers. As a result, the candidate not only finds a job more quickly, but also receives an offer that better aligns with expectations regarding role, development, and working conditions.

Conclusion

A career consultant and a recruiter address different, yet complementary, tasks in the professional development of IT specialists. A recruiter helps specialists effectively enter the labor market and receive concrete job offers from employers, while a career consultant enables the creation of a thoughtful development strategy, priority setting, and avoidance of mistakes at critical career stages. Understanding these differences helps specialists choose the right form of support based on their goals and current situation.

Our team provides comprehensive services in both career consulting and IT recruitment. We help specialists determine the optimal career path, prepare for entry into the labor market, and find positions that match their experience, expectations, and long-term plans. This approach allows professionals not merely to fill a vacancy or change jobs, but to build a sustainable and manageable IT career.

Congratulations on the New Year 2026 from the Recruitment.by team

Dear friends, colleagues, partners and clients!

We sincerely congratulate you on the upcoming year 2026! This time of year is always filled with a special atmosphere — we look back on how far we’ve come and look ahead with hope. For us the past year has been a time of success and professional growth that would not have been possible without your trust and support.

What 2025 Meant to Us

The past year has been full of events and discoveries that have strengthened our position in the IT recruiting market in Belarus.

The past year has been a period of active growth and new achievements for us. Our team continues to expand, attracting professionals with deep expertise in the field of IT recruitment. Our team’s experience and competencies allow us to quickly understand business needs and find the specialists your projects really need.

We have successfully handled a wide variety of recruitment challenges, worked with a wide range of technologies, helping companies find specialists for their projects. Each filled position is the result of a professional approach, attention to detail and a sincere desire to be useful to our clients. Thank you for your trust and positive feedback! We are proud that you come back to us and recommend our services to colleagues and partners.

Demand for our comprehensive personnel management solutions continues to rise, allowing companies to flexibly scale and optimize processes. We understand that every company is unique, so we always strive to take into account the specifics of your business and find exactly the right specialists to fit seamlessly into your team and culture.

Our Plans For 2026

The New Year opens up exciting opportunities, and we are determined to use them for the benefit of our clients and candidates.

Faster position filling. We plan to introduce new tools and technologies that will allow us to find suitable candidates even faster and reduce hiring time without loss of quality.
Expansion of the partner network. We strive to ensure that Belarusian IT specialists have access to the most interesting projects, and companies have access to the best talents on the market. To do this, we will actively develop cooperation with new partners and strengthen our ties.
Create useful content. There will be even more relevant materials on our website that will help you navigate the labor market, understand trends and make informed decisions.
Taking care of the candidates. We will continue to improve the process of interacting with applicants so that everyone who comes to us receives professional support and honest feedback.

Thank you for your trust!

Our Sincere Wishes

May 2026 be a year of bold decisions and impressive achievements for you! We wish you good health, inexhaustible energy and inspiration to realize your most ambitious plans.

May each of your projects succeed, may the teams work together as one, and may the business bring not only profit but also satisfaction from a job well done. May the new year open up unexpected opportunities for you and bring you joy from new achievements.

We believe that there are many interesting projects and fruitful cooperation ahead of us. We will be glad to continue working together and help you reach new heights!

Happy New Year! May it be filled with success, joy and bright events!

With respect, The Recruitment.by team!

What Is Team Building

Today, businesses no longer view a team as a collection of individual specialists. A company’s results directly depend on how well employees are able to work together, understand one another, reach agreements, and support shared goals. That is why team building has become increasingly popular — as a tool that helps “stitch” a team together, build trust within the group, and strengthen corporate culture.

For some, team building means outdoor trips or sports activities; for others, it involves strategic sessions, communication workshops, or collaborative work on complex challenges. In reality, however, it is much more than simple entertainment or a corporate party. When properly organized, team building becomes a way to improve employee interaction, reduce internal conflicts, increase motivation, and create the sense of engagement that many companies often lack.

Employers are increasingly using team building as part of a systematic human resources strategy — from onboarding new employees to supporting already established teams. In remote or hybrid work environments, its importance becomes even greater: regular unifying activities help maintain a sense of a single team, even when people rarely meet offline.

In this article, we examine what team building truly is, which goals it addresses, the formats in which it is conducted, and how to understand which option best suits your team. This will help companies build effective internal processes and improve performance without unnecessary costs.

What Team Building Really Is

Team building is not just an event, but a tool that helps a team work more effectively. It is aimed at helping employees better understand each other, learn how to collaborate, solve problems together, and trust their colleagues. When properly organized, team building influences the internal atmosphere, reduces stress levels, and makes work more coordinated and predictable.

Team Building in Simple Terms

Team building is the process of strengthening a team through joint activities focused on developing communication, trust, and cooperation. Its purpose is not to entertain employees, but to create conditions in which working together becomes easier.

The main objective of such activities is to help people feel that they are part of a whole, learn to rely on one another in work situations, and build more open relationships within the team.

How Team Building Differs from a “Regular Corporate Event”

A corporate event is about relaxation and appreciation. Team building is about team development.

The difference lies in several key aspects:

Team building always has a specific goal: improving communication, uniting a new team, reducing stress, or increasing trust.
Activities are selected individually based on the team’s needs, not simply “to have fun.”
The expected outcome is not only positive emotions, but also changes in employee behavior in everyday work processes.
Team building includes elements of learning, cooperation, and problem-solving, not just entertainment.

That is why team building does not replace a corporate event, and a corporate event is not team building — these are two different tools that complement each other.

The Role of Team Building in a Modern Human Resources Strategy

Today, team building has become part of systematic people management. Companies use it:

to ease the adaptation of new employees;
to unite teams after leadership changes or restructuring;
to reduce conflicts and tension between departments;
to maintain engagement in remote or hybrid work environments;
to increase trust between employees and strengthen a culture of collaboration.

For human resources specialists, team building is a preventive tool. It helps identify communication gaps early, adjust employee behavior, increase motivation, and create a more resilient working environment.

As a result, companies gain not only an emotional effect, but also higher efficiency, fewer conflicts, and a stronger team that is able to adapt more quickly to change.

Why Companies Need Team Building

Team building is not about simply “making employees friends.” It helps create a work environment where people feel comfortable interacting, taking responsibility, and achieving shared goals. It addresses several important objectives that directly affect business efficiency, workplace climate, and employee retention.

Improving Communication Within the Team

Even highly skilled professionals can work inefficiently if communication is poor. Team building helps to:

improve information exchange;
remove communication barriers between colleagues and departments;
understand how each employee prefers to interact;
develop the ability to listen and hear one another;
increase the speed and accuracy of communication in work situations.

When communication becomes transparent, teams find it easier to make decisions, distribute tasks effectively, and avoid misunderstandings that slow down processes.

Increasing Trust and Employee Engagement

An engaged team works faster, more responsibly, and with greater commitment to results. Team building strengthens this effect:

employees begin to see one another not only as colleagues, but as individuals with unique strengths and characteristics;
a sense of support and mutual assistance develops;
confidence grows that colleagues can be relied upon when handling complex tasks;
emotional connection to the team and the company increases.

When employees trust each other, they participate more actively in discussions, share ideas, and feel valued — all of which directly impact performance.

Reducing Conflicts and Internal Tension

Conflicts most often arise from misunderstandings, fatigue, unclear roles, or unmet expectations. Team building helps prevent and smooth these situations:

employees learn how to negotiate and find compromises;
tension between departments decreases;
roles, responsibilities, and individual strengths become clearer;
hidden barriers that previously prevented open discussion are removed.

After effective team building, teams find it easier to resolve work-related issues without escalating them into conflicts.

Supporting Corporate Culture and Values

Corporate culture is not a set of slogans — it is the team’s everyday behavior. Team building helps reinforce it naturally:

through shared tasks, employees see how company values work in practice;
an environment is created in which both new hires and experienced employees feel comfortable;
teams gain a better understanding of the company’s mission and goals;
employee turnover decreases as people feel a stronger sense of belonging.

Team building makes company values tangible and actionable, rather than merely declared.

Main Team Building Formats

Team building can take many forms — from outdoor activities to strategic sessions or light weekly team rituals. The choice of format depends on goals, team composition, trust levels, and current business challenges.

Classic Offline Formats: Trips, Activities, Sports, and Games

This is the most recognizable type of team building, suitable for office-based companies or stable teams. Common examples include:

out-of-town trips;
sports competitions;
rope courses;
quests and team games;
themed challenges and adventures;
shared cooking experiences or creative workshops.

The goal of such activities is to create emotional connection, allow employees to see each other outside of their work roles, and learn how to collaborate in unfamiliar situations.

Pros: strong emotions, high energy, fast team bonding
Cons: not suitable for everyone; requires time and budget

Intellectual and Business-Oriented Team Building

This format brings teams together through work on real business challenges. It may include:

strategic and facilitation sessions;
business simulations and games;
idea generation challenges;
communication or role-distribution workshops;
business case–based quests;
joint work on complex project tasks.

This type of team building helps teams align, see the bigger picture, and improve internal processes.

Pros: direct connection to business goals, long-term impact
Cons: requires preparation and an experienced facilitator

Online Team Building for Remote and Hybrid Teams

Remote work can be difficult without live interaction. Online team building helps compensate for the lack of offline contact. Popular formats include:

virtual quizzes and games;
online quests and investigations;
collaborative mini-projects using digital tools;
online workshops;
digital activities designed for social interaction and team bonding.

These activities help reduce feelings of isolation and build emotional connection, even when employees are located in different countries.

Pros: accessible, easy to organize, suitable for international teams
Cons: weaker emotional impact, requires strong moderation

Small Regular Activities Instead of One Annual Event

More companies are moving away from the idea of one large annual team building event. Instead, they introduce regular small-scale activities:

weekly non-work-related team meetings;
short Friday games;
small department-level events;
shared discussions of books, films, or games;
coffee breaks and informal online or offline conversations.

This approach helps maintain team cohesion continuously rather than episodically, creating a sustainable habit of open communication.

Pros: low cost, gradual strengthening of relationships
Cons: requires consistency and leader involvement

How to Understand Which Team Building Format Is Right for Your Team

There is no universal team building solution. What works perfectly for a young creative team may be completely unsuitable for a technical department or remote employees. To ensure real value, the format must match business objectives, team characteristics, and the current workplace climate.

Assessing the Current State of the Team

Before choosing a format, it is important to understand the purpose. Key questions include:

Are there communication difficulties between employees or departments?
Is trust lacking?
Are there tensions, conflicts, or hidden misunderstandings?
Does the team need energy and emotional motivation?
Are there many new employees who have not yet integrated?
Do employees feel disconnected and lack a sense of unity?

The answers help determine the direction: entertainment-focused, educational, communication-oriented, stress-relief, or problem-solving formats.

Considering Team Size, Age, Role, and Work Format

Each team is unique. The chosen format should take into account:

team size: small groups benefit from intimate formats, large teams require structured and scalable activities;
employee age: younger teams often prefer dynamic activities, while more experienced professionals tend to favor intellectual formats;
professional profile: technical teams may enjoy logic-based quests, sales teams benefit from communication-focused activities, operational staff may prefer simple and clear formats;
work setup: office-based teams benefit from offline activities; distributed teams require online formats; hybrid teams respond well to mixed approaches.

The activity should feel natural and comfortable, not forced.

Linking Business Goals to the Activity Format

Team building is most effective when the goal is clear:

improving cross-department collaboration — communication games, business quests;
supporting a team after a challenging project — creative or relaxing activities;
preparing for growth or change — strategic sessions and facilitation workshops;
increasing engagement — emotionally uplifting formats.

The clearer the connection between the challenge and the format, the stronger the result.

Typical Scenarios: New Team Formation, Onboarding, Burnout Prevention

Different situations require different types of team building:

New team formation: quests, team challenges, interaction exercises, and informal activities that help people get to know each other faster.

Onboarding new employees: small-scale activities such as coffee breaks, icebreaker games, and light workshops that help newcomers integrate into company culture.

Burnout prevention: creative formats, relaxed activities, workshops, or offline retreats with a gentle program aimed at restoring emotional resources.

Strengthening interdepartmental connections: business quests, intellectual games, or tasks that require joint problem-solving.

Supporting remote teams: online quizzes, virtual games, collaborative remote projects, and digital challenges.

The main objective is to choose a format that does not simply entertain employees, but genuinely helps the team work better.

Common Mistakes in Organizing Team Building

Even good ideas can fail if team building is poorly organized. Preparation mistakes can lead to the opposite effect — instead of unity, employees may feel irritation, fatigue, or disengagement.

Team Building “For Appearance” Without a Clear Goal

One of the most common problems is organizing an event simply because “something needs to be done.” Without a clear goal, team building turns into a corporate event that solves no real issues.

This often results in:

low employee engagement;
lack of understanding of why time and budget are being spent;
reduced trust in initiatives from human resources or management;
disappointment after the event.

An effective team building initiative always starts with a clear purpose.

Ignoring Employee Feedback

If the team is not ready for the activity or perceives it negatively, the event will fail. Forcing a format that does not fit employee preferences leads to:

resistance from participants;
a feeling of not being heard;
lack of natural involvement;
criticism of the event and reluctance to participate in the future.

Even a simple preliminary survey helps gauge team sentiment and choose an appropriate format.

Poorly Chosen Formats and Forced Fun

Sometimes companies select trendy or flashy formats without considering team specifics, such as:

extreme activities for employees who dislike sports;
loud games for introverted or technical teams;
overly long activities for exhausted staff;
forced participation in uncomfortable competitions.

As a result, employees feel tension or frustration, and the effect becomes the opposite of what was intended.

The best team building is one that people join willingly, not out of obligation.

Lack of Feedback and Result Analysis

Many companies conduct team building activities but never evaluate their effectiveness. Without analysis, it is impossible to understand:

what worked well;
what caused difficulties;
whether communication improved;
whether the format should be repeated;
what should be changed next time.

Feedback does not need to be complex — a short survey, discussion, or simple form is enough.

Regular evaluation helps transform team building from a one-time event into a true team development tool.

Conclusion

Team building is far more than a corporate event or entertainment. It is a tool that helps teams better understand each other, increase engagement, strengthen trust, and reduce conflict. A thoughtful approach to organization not only unites employees, but also improves performance, reinforces corporate values, and creates a comfortable working environment.

The choice of format, goals, and frequency directly affects results. Mistakes such as lack of purpose, ignoring employee feedback, or choosing an unsuitable format can undermine all efforts. That is why it is important to carefully plan every stage — from goal-setting to result analysis.

Our team is ready to help your company select the most effective team building formats based on team specifics, business objectives, and work conditions. We support the entire process from concept to execution, ensuring that activities are not only engaging, but truly valuable for strengthening teams, increasing engagement, and reinforcing corporate culture.

How to Evaluate a Candidate in an Interview

For recruiters and HR professionals, the process of interviewing a candidate is not only a formal review of a resume but also an important part of the strategy for selecting the right employee, someone who can effectively fit into the team and the company culture. Properly evaluating a candidate during an interview is not just the art of asking questions, but also the skill of interpreting answers, identifying key qualities and abilities that are not always visible on paper. It is important not only to determine whether a candidate meets the technical requirements of the position but also to assess their motivation, approach to responsibilities, ability to learn, and teamwork skills. In this article, we will explain how to conduct an interview effectively, which methods and tools can help you evaluate a candidate more accurately, and how to make the right choice.

Preparing for the Interview

Preparation for an interview is a key stage that helps not only to ask the right questions but also to select the most suitable candidate. Like any other part of the recruitment process, preparation requires a careful approach and attention to detail.

How to create a clear job description

A clear job description is the foundation for selecting the right candidate. It should be as precise as possible so that potential applicants understand what is expected of them. The description should highlight several key elements:

1. Tasks and responsibilities. Formulate a list of daily or weekly tasks the employee will perform. It is important that these tasks are realistic and align with the current needs of the business.

2. Qualification requirements. Specify minimum and preferred requirements for education, work experience, and skills. This helps immediately filter out candidates who do not meet the basic criteria.

3. Personal qualities. Identify which personal traits are important for success in this position. For example, for a sales manager, communication skills and persistence are important, while for an analyst, attention to detail and the ability to work with large amounts of information are key.

4. Working conditions and prospects. Include information about the work schedule, career growth opportunities, levels of responsibility, and bonuses. This gives candidates a full picture of what to expect.

A clearly written job description helps you structure the interview and prepare questions that align with the company’s real needs.

Developing Key Interview Questions

Once the job description is created, the next step is to prepare the interview questions. Questions should allow you to evaluate the candidate on the most important criteria:

1. Technical skills. First and foremost, you need to ensure that the candidate possesses the necessary professional skills. Questions should aim to uncover experience, knowledge, and the ability to apply them in practice.

Example: “How would you approach solving problem X, which our company is currently facing?”
Example: “Tell us about your experience working with program Y. What challenges did you face, and how did you overcome them?”

2. Behavioral questions. These questions help understand how the candidate reacts to various situations and solves problems. This approach allows you to assess how well the candidate fits the company’s culture and team.

Example: “Describe a time when you had to work under pressure. How did you handle it?”
Example: “How do you resolve conflicts within a team? Provide an example from your experience.”

3. Motivation. It is important to know why the candidate wants to work in your company and for this position. This helps understand how well their goals and values align with the business objectives.

Example: “Why do you want to work for our company?”
Example: “What goals are you setting for yourself over the next 2–3 years, and how will this position help you achieve them?”

4. Open-ended questions. These help evaluate how the candidate expresses their thoughts and how confident they feel in a conversation.

Example: “Tell us about your most successful project. Why was it important for the company?”
Example: “What would you improve in your current role?”

Defining Candidate Evaluation Criteria

Before the interview, it is important to clearly understand the criteria you will use to evaluate candidates. This helps not only to ask the right questions but also to objectively compare candidates using a consistent standard.

1. Technical skills. For many positions, knowledge of specific programs or processes is essential. It is important to determine in advance which skills are critical for completing daily tasks.

For example, for a developer, this could be experience with certain programming languages or frameworks.
For a marketer, it could be the ability to work with analytical tools and develop marketing strategies.

2. Personal qualities. No matter how strong a candidate’s technical skills are, it is important to evaluate personal traits that can influence productivity within the team.

Which qualities are particularly important for this position? For example, for a manager, leadership and the ability to motivate a team are important; for an accountant, attention to detail and responsibility are key. It is crucial to consider how these qualities manifest in real situations.

3. Motivation and willingness to grow. This is especially important for long-term collaboration. A person who strives for personal and professional growth will be more valuable to the company.

What goals does the candidate set for themselves? How interested are they in career growth?
Does the candidate show interest in learning and a willingness to develop within the company?

4. Culture and team compatibility. Even highly qualified candidates may not fit in terms of personality or working style. It is important to consider in advance which values and approaches are important for a candidate to adapt easily to the existing team.

How does the candidate handle teamwork?
How well can they accept feedback and work with colleagues of different personalities?

This stage of preparation will help you not only ask the right questions but also objectively evaluate answers by comparing them with your established criteria.

Methods for Evaluating Candidates

Evaluating candidates in an interview is not just about how well they can answer standard questions. For a more accurate and objective assessment, it is important to use a variety of methods that allow you to evaluate a candidate’s skills, personal qualities, adaptability, and motivation. Let’s look at some popular evaluation methods.

Behavioral Interview: What It Is and How to Use It

A behavioral interview (or STAR interview) is a method based on the assumption that a candidate’s past behavior is the best indicator of their future actions in similar situations. This method focuses on real examples from the candidate’s previous experience to assess how they solved tasks, worked in a team, managed conflicts, or dealt with crisis situations.

How to use a behavioral interview:

1. Ask questions focused on past experience.

Instead of asking what the candidate would do in a hypothetical situation, focus on real examples from their practice.

Example: “Tell us about a time when you had to handle a difficult client. How did you solve the problem?”
Example: “Describe a situation where you had to make decisions under uncertainty. What did you do?”

2. Use the STAR method. Responses in a behavioral interview are often structured using the STAR principle:

S (Situation): Describe the situation.

T (Task): Explain the task that needed to be completed.

A (Action): Detail the actions taken to resolve the task.

R (Result): Share the result and what was learned from the situation.

This helps candidates give detailed answers and allows you to assess how they approach real problems.

Advantages of a behavioral interview:

Evaluates actual behavior rather than hypothetical responses.
Helps identify how well a candidate can adapt to certain conditions, work in a team, and solve problems.

Situational Questions to Assess Candidate Reactions

Situational questions allow you to assess how a candidate would act in the future when faced with specific challenges or requirements they might encounter on the job. These questions create hypothetical yet realistic scenarios in which the candidate must demonstrate their skills and abilities.

How to use situational questions:

1. Describe tasks the candidate will face in the new position. Ask questions reflecting the real work they will encounter to understand how they respond to different challenges.

Example: “Your team is working on a project with a tight deadline. One key employee falls ill, leaving their tasks incomplete. How would you handle this situation?”
Example: “A client requests significant changes to a project, increasing deadlines. How would you proceed?”

2. Ask the candidate to explain how they would act in these situations. Pay attention to how they assess the problem, what steps they propose to solve it, and what resources they would use.

3. Use these questions to identify key skills. For example, for a manager, these may include team coordination and decision-making; for a sales specialist, they could involve client interactions under high competition.

Advantages of situational questions:

Allow assessment of decision-making ability in real work conditions.
Provide insight into the candidate’s strategy and problem-solving approach.
Help reveal hidden qualities such as stress resilience, flexibility, and adaptability.

Skills Assessment Through Practical Tests and Assignments

Practical assignments are an excellent way to evaluate a candidate’s real professional skills and determine how well they can apply their knowledge in practice. This method helps avoid subjective judgments and objectively assesses how the candidate handles tasks they are likely to encounter in the future.

How to use practical assignments:

1. Assign a task similar to actual work.

This could be a project, an analytical problem, or a case study. For example:

For a marketer: “Develop a brief marketing strategy for a new product.”

For a developer: “Solve a technical task related to code optimization.”

For a sales manager: “Prepare a proposal for a potential client considering their needs.”

2. Use tasks that simulate real work conditions.

This allows you to observe how the candidate works under time pressure, which tools they use, and how they solve assigned tasks.

3. Evaluate not only the result but also the process.

It is important to understand how the candidate approaches solving a task, what steps they take, and how they organize their work. This can reveal planning skills, resource management, and communication abilities.

Advantages of practical tests and assignments:

Provides a real check of professional skills and knowledge.
Allows observation of how a candidate solves tasks in real time.
Helps identify strengths and weaknesses that may not be apparent in an interview.

Evaluating a Candidate’s Personal Qualities

When selecting an employee for a company, technical skills alone are not enough. Understanding how successful a candidate will be in the corporate culture, how they interact with the team, and how they handle difficult situations is crucial. In this section, we will explore key aspects that help evaluate a candidate’s personal qualities.

Determining Motivation and Willingness to Grow

Motivation is the foundation of successful work. Understanding what drives a candidate helps predict their engagement and interest in long-term collaboration.

How to determine motivation:

1. Questions about the candidate’s goals.

Ask about their professional goals and how they relate to the offered position.

Example: “What goals are you setting for yourself over the next 2–3 years? How can this position help you achieve them?”
Example: “What is more important to you in work: stability or opportunities for career growth?”

2. Understanding reasons for changing jobs. A candidate’s reasons for switching jobs can indicate their motivation and aspirations. It is important to understand what prompted previous job changes.

Example: “What was the decisive factor in your choice of a new job?”
Example: “What are you looking for in your next position that you don’t have in your current role?”

3. Discussing factors that inspire the candidate. Everyone has sources of motivation, such as career growth, high salary, interesting work, or the ability to impact business results. Open-ended questions help uncover these factors.

Example: “What motivates you to work at your full potential?”
Example: “What working conditions are most comfortable and productive for you?”

Motivation is closely linked to a candidate’s willingness to develop. It is important to evaluate how open they are to learning and skill improvement.

Example: “What professional skills do you want to develop in the near future?”
Example: “Which courses or training sessions have you completed in the past year?”

Assessing Teamwork Ability

For most positions, successful teamwork is a key factor in effectiveness. The ability to work with others, support team spirit, and participate in collective tasks is essential.

How to assess teamwork ability:

1. Questions about past team experiences. Ask how the candidate interacted with colleagues, what challenges arose, and how they were resolved.

Example: “Tell us about a time when you had to work in a team with people who had different approaches. How did you handle it?”
Example: “Were there situations when a colleague struggled with responsibilities? How did you handle it?”

2. Evaluating the candidate’s role in the team. Understand whether the candidate tends to take leadership or prefers a supporting role.

Example: “Which tasks in a team came easiest for you?”
Example: “What role do you usually take in a team: leader, coordinator, or contributor?”

3. Assessing communication and interaction. Evaluate how well the candidate communicates and expresses ideas in a group. Consider using small role-playing exercises or discussing hypothetical team tasks.

Example: “How would you explain a complex problem to a colleague who lacks experience in the area?”

Stress Resistance and Conflict Resolution Skills

Work processes often involve high workloads and stressful situations. A candidate’s ability to remain calm under pressure and resolve conflicts effectively is crucial, especially in dynamic and competitive environments.

How to assess stress resistance:

1. Questions about past stressful situations. Ask for examples when the candidate worked under stress or pressure.

Example: “Describe a situation when you had to work under stress. How did you cope?”
Example: “How do you manage your time when handling multiple urgent tasks simultaneously?”

2. Evaluating reaction to criticism. The ability to accept constructive feedback is part of stress resilience.

Example: “How do you respond when you receive negative feedback about your work?”
Example: “Can you provide an example when your work was criticized? How did you adjust your approach?”

How to assess conflict resolution skills:

1. Questions about previous conflict situations. Ask for examples of how the candidate resolved conflicts in a team or with clients.

Example: “Have there been situations where you had to resolve conflicts in a team? How did you act?”
Example: “How would you handle a conflict with a colleague if your opinions strongly differed on a project?”

2. Evaluating conflict resolution approach. Pay attention to how the candidate describes their actions in difficult situations. Look for signs of listening skills, compromise-seeking, and neutrality.

Example: “How do you try to avoid conflicts in a team?”
Example: “What do you do if colleagues disagree with your opinion on an important matter?”

Conclusion

Successful interviews require a comprehensive approach and careful evaluation of both professional and personal qualities. Using various methods such as behavioral interviews, situational questions, and practical assignments provides a complete picture of a candidate’s abilities, motivation, and character. Assessing personal qualities such as teamwork, stress resistance, and conflict resolution skills is also crucial for making the right hiring decision.

Our team of professionals is ready to conduct interviews and perform a comprehensive evaluation of candidates. We assist not only in selecting the best specialists but also in finding those who fit seamlessly into your corporate culture. Contact us, and we can help you find ideal employees for your business.

EOR vs. PEO: Which Model Is Suitable for Hiring in Belarus?

International companies planning to hire specialists in Belarus increasingly consider alternative market-entry models to reduce administrative risks and accelerate the launch of operations. The most popular solutions are the EOR (Employer of Record) and PEO (Professional Employer Organization) models. Both allow companies to operate without establishing a legal entity, but they differ in liability levels, interaction structure, and the scope of employer responsibilities that remain on the client’s side.

For IT companies and tech teams, it is particularly important to onboard employees quickly, comply with local employment rules, and maintain flexibility in team management. The choice between EOR and PEO affects hiring speed, legal security, and the company’s financial obligations. In this article, we will examine the key differences between the two models, their advantages and limitations, and help determine which solution is more suitable for hiring in Belarus.

Below is an expanded section written in the style of Recruitment.by and aligned with the context of the article.

What EOR and PEO Models Represent

EOR (Employer of Record) and PEO (Professional Employer Organization) are two different approaches to onboarding employees through an external provider. They enable companies to operate in Belarus without establishing a legal entity or with minimal internal administrative effort.

The Essence of the Models and Key Differences

The EOR model assumes that the provider acts as the legal employer. The provider signs the employment contract, prepares all required documentation, calculates salaries, makes mandatory deductions, and interacts with government authorities. The client company manages employees’ tasks and performance but does not bear legal responsibility for employment compliance.

The PEO model is based on co-employment. The provider handles part of HR and administrative functions, but the client company remains the legal employer. This requires deeper involvement from the client in HR administration, hiring, termination, and compliance with local labor regulations.

The main difference between these models is the degree of legal responsibility and the level of control over hiring processes. In an EOR model, the provider assumes full responsibility; in a PEO model, responsibility is shared, and the client must fulfill a significant portion of employer obligations.

How Roles and Responsibilities Are Distributed

In the EOR model, the provider becomes the formal employer and is fully responsible for managing employment relationships: from signing contracts to payroll, leave management, maintaining personnel files, and compliance with government requirements. The client company is responsible only for operational management—setting tasks, quality control, and integrating the employee into the team.

In the PEO model, responsibilities are distributed differently. The provider acts as an HR partner but does not replace the employer. It may process payroll, assist with documentation, and ensure compliance, but legal risks and formal responsibility remain with the client company. This requires a solid understanding of local labor regulations and consistent interaction with the provider.

Why These Models Are in Demand for Hiring in Belarus

The Belarusian market is attractive to international IT teams due to the abundance of skilled specialists, strong engineering culture, and competitive hiring costs. However, for foreign companies, local market entry involves administrative requirements, operational expenses, and strict adherence to local labor procedures.

EOR and PEO allow companies to start operations quickly, avoid complexities of registration, and minimize legal risks. This is especially important when hiring remote teams, launching projects on short notice, or when the scope of operations does not justify establishing a local entity.

The EOR model is typically chosen by companies seeking a simple and secure way to hire employees in Belarus without diving into local labor processes.
PEO is suitable for companies already present in the market or willing to share legal responsibility while retaining greater control over internal HR processes.

How the EOR Model Works in Belarus

Under the EOR model, the employee is officially employed by the provider, which serves as the formal employer. The provider signs the employment contract, maintains HR documentation, manages leave, sick days, business trips, and handles all aspects of the employee’s legal status.

For the client company, this means it can hire specialists in Belarus without registering a legal entity or navigating local employment requirements. The employer manages only tasks and workflows the EOR partner handles everything else.

Tax, HR, and Insurance Responsibilities: Who Handles What

With EOR, all administrative responsibilities lie with the provider. The provider processes payroll, calculates and remits taxes, manages social contributions, submits reports, and ensures compliance with established procedures.

The client does not need to understand local requirements, maintain HR records, or communicate with government authorities. This minimizes the risk of employment-related errors and reduces the likelihood of issues during inspections.

When EOR Provides Maximum Benefit

EOR is especially effective when a company needs rapid market entry, wants to test a new direction, launch a pilot project, or hire individual specialists without investing time in creating a legal entity.

The model is particularly beneficial when:

a specialist needs to be hired immediately;
the team is small, making a local office economically unreasonable;
the company is not ready to take on full administrative responsibility;
flexibility is required to quickly scale up or down;
minimizing legal and operational risks is essential.

For international companies seeking a presence in Belarus without bureaucratic barriers, EOR is one of the most convenient and secure employment models.

How the PEO Model Works in Belarus

In the PEO model, the client company remains the official employer, while the provider acts as an outsourced HR partner. Responsibility is shared: the client retains key employer functions, while the PEO manages some administrative tasks such as payroll, leave processing, HR documentation, and compliance support.

This model is particularly useful for companies that already have a legal entity in Belarus but want to optimize HR processes and reduce the workload on internal teams.

What Responsibilities Stay with the Client

Despite the PEO provider’s active role, many obligations remain with the employer. The client independently:

hires and terminates employees;
defines employment terms and work conditions;
manages the team and oversees performance;
makes strategic HR decisions;
communicates with employees on work-related matters.

The PEO provides methodological and operational support but does not replace the employer’s core role.

Limitations of the PEO Model for Foreign Companies

For international employers, PEO may be less universal than EOR. The main reason is the requirement to have a legal entity in Belarus. Without it, PEO is impossible because the client is the legal employer.

Additionally, the client must interact with government authorities, participate in inspections, sign official documents, and remain directly responsible for HR and tax compliance. PEO reduces risks and simplifies administration but does not eliminate bureaucratic obligations entirely.

Therefore, PEO is less suitable for companies entering the market for the first time or those not planning to open a local office. Such companies more often choose EOR as a more flexible and secure option.

Comparing EOR and PEO for Hiring in Belarus

Let’s compare EOR and PEO based on several key criteria.

1. Level of Legal Risks and Responsibility

The main distinction is the distribution of responsibility.

Under EOR, the provider carries the full legal burden: it is the official employer, manages HR administration, payroll, compliance, and interactions with government authorities. The client is essentially free from legal risks associated with employment.

In the PEO model, the client company remains the employer. This means full legal responsibility for employees, compliance, and documentation lies with the client. The PEO supports and advises but does not replace the employer before government bodies. For international companies, this often makes PEO less convenient and riskier.

2. Speed of Hiring and Launching Operations

EOR allows companies to hire employees almost immediately after signing the agreement with the provider. There is no need to register a legal entity, open accounts, or obtain employer status, the provider already has the infrastructure in place. As a result, entering the market is fast and seamless.

PEO requires the client to have its own legal entity in Belarus. If the company is new to the market, time required for registration, administrative setup, and accounting procedures significantly slows down the launch. Therefore, EOR always wins in terms of speed.

3. Cost of Services and Hidden Expenses

PEO may appear cheaper based on service fees alone, but companies must also cover costs related to accounting, HR, compliance, and internal administration.

EOR offers a fixed, transparent cost that includes taxes, social contributions, HR support, and full administrative handling. There are no hidden fees. For small teams, EOR is often more cost-effective.

4. Scalability and Team Expansion

EOR provides maximum flexibility: companies can quickly expand, downsize, or build distributed teams. The provider handles all paperwork, which is particularly important during rapid growth or changing project needs.

In the PEO model, scaling requires more involvement from the client, since onboarding and administration must align with internal employer procedures. This increases the bureaucratic load and slows down expansion.

As a result, EOR is ideal for companies that value speed and flexibility, while PEO is suitable for companies already established in Belarus and seeking HR process optimization rather than accelerated growth.

How to Choose the Right Model for Your Company

The optimal hiring model depends on how the company plans to operate in Belarus and what level of administrative responsibility it is willing to assume.

If a business is entering the market for the first time, doesn’t want to establish a legal entity, or needs rapid hiring without administrative procedures, EOR is the logical choice. This model suits startups, distributed teams, companies testing the market, or developing R&D centers.

If a company already has a local presence and plans long-term operations, and if it wants to maintain direct employer status, PEO may be appropriate. It streamlines HR processes but does not replace the employer’s functions. PEO is suitable for companies ready to invest in internal infrastructure.

Typical Mistakes When Choosing EOR or PEO

Many international companies choose a hiring model without fully considering their goals and constraints.

Common mistakes include:

1. Underestimating legal responsibility. In PEO, risks remain on the employer, which is not always clear at the outset.

2. Comparing only service prices. PEO appears cheaper, but total costs are higher due to internal operations and statutory obligations.

3. Expecting “full outsourcing” from PEO. Clients often assume PEO functions like EOR, leading to misunderstandings and compliance errors.

4. Choosing PEO without registering a legal entity. Some foreign teams are unaware that PEO is impossible without local incorporation.

5. Choosing EOR when full employer control is required. EOR is not appropriate if maintaining direct employer status is essential.

These mistakes can be avoided by evaluating goals, operational scale, and legal requirements in advance, as well as consulting with local experts.

Practical Recommendations for International IT Teams

For tech companies working in distributed environments, it is crucial to choose a model that ensures fast hiring and reduces legal burden.

Recommendations:

1. Choose EOR if you need rapid access to talent, this eliminates the need to establish a legal entity and enables onboarding in days.

2. Choose PEO if you already have a local entity and want to optimize HR processes and reduce internal workload.

3. Consider growth plans. During active expansion, EOR offers more flexibility and less administrative pressure.

4. Account for remote work specifics. EOR is more adaptable to distributed teams and international workflows.

5. Conduct a responsibility audit. Understand which functions you want to retain internally and which to delegate to the provider.

For most foreign IT teams entering the Belarusian market, EOR becomes the safest and most efficient solution, as it provides maximum speed, support, and risk reduction.

Conclusion

Ultimately, the choice between EOR and PEO depends on the company’s objectives, operational scale, and the degree of control it wants to maintain. Choosing the wrong model can lead to unnecessary expenses, administrative difficulties, and increased legal risks.

Our team has extensive experience supporting international IT companies in Belarus and can help you select the optimal model for your business, whether EOR or PEO. We handle employee onboarding, payroll, tax and HR compliance, as well as full support throughout the hiring and personnel management cycles. This enables companies to focus on business development while minimizing administrative burden and risks.

Belarusian Employment Termination and Severance Guide

Human resource management is not only about recruiting, hiring, and developing employees, but also about properly concluding employment relationships. In Belarus, the procedure for terminating employment contracts is regulated in detail, and how competently an employer follows these rules affects not only the company’s reputation but also its financial risks.

Mistakes during dismissal are among the most common causes of labor disputes. Incorrect documentation, failure to meet notification deadlines, and miscalculation of compensations or severance pay can lead to inspections, fines, and lawsuits. At the same time, if the process is systematic and transparent, termination becomes a natural part of the employment lifecycle, without causing conflicts and while maintaining employee loyalty.

For HR specialists and managers, it is essential not only to know the formal rules but also to understand how to apply them in practice, taking into account the specifics of different categories of employees, reasons for termination, and contractual conditions.

This article will examine the key rules for terminating employment contracts in Belarus, the procedure for calculating and paying severance pay, and provide practical recommendations to minimize legal and reputational risks and make the process of ending cooperation as correct and effective as possible.

The Importance of Properly Ending Employment Relationships

Terminating an employment contract is a natural part of any company’s operations. However, the way the dismissal is executed largely determines not only the legal safety of the business but also the employer’s reputation in the labor market. In the IT and recruitment sectors, where competition for skilled personnel is particularly high, proper termination of employment becomes part of corporate culture and a tool for maintaining trust in the brand.

Why Following the Termination Procedure Is Legally Important

Belarusian law regulates the grounds, procedures, and deadlines for terminating employment contracts. Any deviation from established procedures may have serious consequences, from reinstatement of the dismissed employee by court decision to fines and compensation.

Compliance with termination rules protects the employer from risks and confirms that the dismissal decision is justified. For instance, if an employee is dismissed at the employer’s initiative, it is important to document the grounds — disciplinary violations, staff reduction, or contract expiration.

In addition, correct documentation and calculations reduce the likelihood of disputes, inspections, and reputational losses.

How Proper Termination Affects HR Branding and Workplace Climate

Dismissal is always a sensitive moment for both parties. Even if the reasons for separation are objective, the way the company handles the process shapes employees’ perception of corporate culture.

Transparent communication, respectful treatment, and timely payments help maintain loyalty not only of the dismissed employee but also of the remaining team.

For IT companies and fast-growing organizations, this is especially important: the market is small, and former employees often become partners, clients, or return to the company in the future. Proper termination of employment is part of a long-term HR strategy, not just a legal formality.

Common Employer Mistakes During Employee Dismissal

Mistakes in dismissal are most often linked to underestimating legal nuances and human factors. Common problems include:

Failure to meet notification deadlines — for example, when terminating a contract or reducing staff.
Improper documentation — orders, acts, payroll slips.
Incorrect calculation of compensation and vacation pay.
Poor communication — when the employee learns of the decision unexpectedly, without explanation or preparation.

Such situations can lead not only to lawsuits but also to internal conflicts, loss of trust, and reduced engagement of remaining employees.

Proper, transparent, and legally sound termination of employment demonstrates a company’s maturity and responsibility toward its team.

Types of Employment Contracts and Their Termination Features

Before discussing the termination procedure, it is important to understand which type of employment contract an employee has. The form and terms of the contract directly affect the grounds for termination and the guarantees provided to both parties. In Belarus, three main types of employment contracts are used: indefinite, fixed-term, and contracts.

Indefinite, Fixed-Term Contract, and Contract: Differences in Grounds for Termination

Indefinite employment contract — the most flexible type of contract without a predetermined expiration date. It ends either at the initiative of one of the parties (employee or employer) or on other legal grounds established by labor law. Termination by the employer requires valid reasons and adherence to the notification procedure.
Fixed-term employment contract — concluded for a specific period, e.g., for a project or temporary replacement. It automatically expires at the end of the term unless either party expresses a desire to continue. Early termination is possible only on established grounds, such as mutual agreement or gross disciplinary violation.
Contract — a special type of employment agreement widely used in Belarus, especially in the public and IT sectors. Contracts are usually for a fixed term (typically 1–5 years) and include additional conditions: obligations of the parties, grounds for renewal or termination, and more. A contract can be terminated by the employer with one month’s notice if there are no plans to extend it. For employees, it provides predictability; for the company, it serves as a management tool.

Grounds for Termination: Employer, Employee, and Mutual Agreement

There are several groups of grounds for terminating an employment contract:

Employee’s initiative: The employee may terminate the contract with one month’s written notice (unless otherwise stated in the contract). In certain cases, e.g., violation of working conditions or delayed salary, termination can occur without notice.
Employer’s initiative: Applied in cases of staff reduction, company liquidation, employee’s unsuitability for the position, systematic non-performance of duties, absenteeism, and other violations. It is essential to document the grounds, notify the employee in the prescribed period, and pay all due compensation.
Mutual agreement: The most civilized and flexible method of ending employment. Terms (date, compensation, wording) are determined by agreement between the employee and employer. This option is often used during company restructuring, staff optimization, or at the employee’s request, allowing both sides to maintain neutral relations.

Cases Requiring Special Procedures (Pregnant Women, Leave, Sick Leave, etc.)

Belarusian labor law provides special guarantees for certain categories of employees, whose termination requires additional procedures:

Pregnant women and women on maternity leave cannot be dismissed at the employer’s initiative, except in cases of company liquidation.
Employees on vacation or sick leave are also protected: termination decisions can only be made after they return to work.
Termination of minors, union members, and employees with disabilities requires union or authorized body approval.

Following these rules is not just a legal obligation but a demonstration of corporate social responsibility. Correct procedures help avoid conflicts, lawsuits, and negative publicity, while strengthening employee trust.

Procedure for Terminating an Employment Contract

Even if the decision to terminate employment is made, it is crucial to follow the process officially and sequentially. Proper adherence to the termination procedure protects the employer from claims and ensures employees receive all due payments and documents. Key steps include:

Notification: Deadlines and Form

The first step is formal notification of the upcoming dismissal. Its form and timing depend on the grounds for termination:

Employee’s initiative: Written notice at least one month in advance; for temporary or seasonal work, at least three days.
Employer’s initiative: Timing varies: two months’ notice for company liquidation or staff reduction; one month for contract expiration.
Mutual agreement: Parties determine the termination date via written agreement.

Notification must be in writing — either delivered in person against signature or sent by registered mail. Oral agreements have no legal effect. For the employer, this confirms that the procedure began lawfully and on time.

Issuing an Order and Recording in the Employment Book

The next step is issuing an order of termination, signed by the head of the organization, with the employee acknowledging it. The order should include:

Grounds for dismissal (with reference to the relevant Labor Code article).
Termination date.
Information on payments and compensation.

Based on the order, a record is made in the employee’s employment book with the exact reason and legal basis. Precise wording is important for potential disputes or court cases.

Document Handover and Final Settlement

On the dismissal day, the employer must complete the final settlement and provide all necessary documents, including:

Salary for days worked.
Compensation for unused vacation.
Severance pay (if applicable).
Other payments provided by the contract or collective agreement.

The employee should also receive:

Original employment book.
Income certificate (if requested).
Copies of orders or documents confirming employment history, if needed.

If the employee does not collect documents, the employer must send written notification of the need to do so. Timely handover and accurate calculation reflect the company’s business reputation and conclude employment in a civilized manner.

Severance Pay: When and How Much

Severance pay is financial compensation paid by the employer upon termination in certain cases. It mitigates the impact of dismissal and ensures minimal financial stability while seeking new employment. Proper calculation and timely payment demonstrate compliance with the law and the employer’s social responsibility.

Grounds for Severance Pay

Severance pay is not mandatory in all dismissals but only in legally prescribed cases, including:

Company liquidation or cessation of business.
Staff reduction.
Employee refusal to continue due to changes in significant working conditions.
Military or alternative civilian service conscription.
Refusal to transfer to another position for medical reasons if no suitable vacancy exists.

Contracts or collective agreements may also provide for severance pay in mutual agreement terminations or employer-initiated dismissals without disciplinary violations.

Calculation Based on Reason for Termination

The amount depends on the termination grounds:

Company liquidation or staff reduction — at least three average monthly salaries.
Refusal to continue work due to changed conditions — two weeks’ average salary.
Military conscription — two weeks’ salary.
Other cases (mutual agreement or contract) — as specified in the agreement.

The calculation is based on the average salary over the last two months, including bonuses and allowances. If the contract provides higher compensation, the higher amount applies, following the principle of maximum guarantee for the employee.

Additional Compensation in Contracts and Collective Agreements

Modern companies, particularly in IT, consulting, and finance, often provide additional benefits beyond legal requirements. These may include:

Extra severance pay under mutual agreements (1–3 months’ salary).
Payment for the job search period if dismissal is not due to misconduct.
Compensation for unused bonuses, premiums, or stock options.
Extended social benefits, such as continued health insurance.

Collective agreements may also increase severance pay for certain employee categories, e.g., long-serving staff, veterans, or employees dismissed due to restructuring.

Termination by Mutual Agreement

Termination by mutual agreement is one of the most flexible and safe methods. It allows parties to agree on dates, terms, and payments without conflict or unnecessary formality. This method is increasingly used in Belarusian companies, especially in IT and service sectors, where employer reputation and risk-free separation are valued.

Advantages for employer and employee:

Employer: avoids lengthy procedures, reduces dispute risk, maintains a positive image.
Employee: can negotiate extra compensation or bonuses, choose termination date, and retain neutral record in employment book.

In short, it helps end cooperation respectfully and minimizes risks for both parties.

How to Properly Document Mutual Agreement Termination

Termination requires clear documentation. The main document is a written agreement signed by both parties, specifying:

Termination date.
Compensation amount and procedure.
Handover of work, property, or documents.
Issuance of paychecks and certificates.
Confidentiality, waiver of claims, and confirmation of no debts, if applicable.

After signing, an order of termination is issued, citing the basis as “by mutual agreement (p.1 art.35 of the Labor Code of the Republic of Belarus)”. All documents are provided, and final settlement occurs on the termination day.

Termination must be voluntary — any pressure may be considered a labor rights violation.

Potential Risks and How to Avoid Them

Even mutual agreement terminations can pose risks if the document is poorly drafted or interests are unbalanced. Common risks include:

Vague conditions: missing date, payment, or obligations.
Lack of confirmation of voluntary consent.
Disputes over orally promised compensation.

To avoid issues:

Document all agreements and obtain signatures.
Keep copies of agreements and orders.
Consult a lawyer if necessary to ensure compliance with laws.

Conclusion

Proper termination of an employment contract is not just a formality but a crucial aspect of HR culture. Well-executed dismissal protects the employer’s reputation, maintains trust, and ensures legal security. Transparent procedures, clear documents, and respectful treatment of employees prevent conflicts and labor disputes, balancing the interests of both sides.

If you want to ensure dismissals are conducted correctly and risk-free, contact our team. We provide consultation on terminating employment contracts and calculating severance pay in Belarus, assist in dismissal and hiring procedures, help properly prepare documents, and structure HR processes according to best practices and legal standards.

Taxes in IT Companies in Belarus and Russia 2025

With the active growth of the IT market, taxation remains one of the key factors in hiring, motivation, and company cost planning. For recruiters, HR managers, and IT team owners, understanding which taxes and contributions are paid by the employer and which are withheld from the employee in both Belarus and Russia helps to correctly calculate the “total cost” of a position, form competitive offers, and avoid unpleasant surprises when entering the job market.

In this article, we’ll compare the main types of expenses and withholdings from a practical standpoint: how much an employee really costs the employer, how much is deducted from the employee’s “net” salary, and which tax benefits are especially relevant for IT companies.

In short, the key differences are as follows: in Belarus, most individuals are subject to a relatively low 13% personal income tax rate, while the employer’s total burden includes significant social contributions that substantially increase payroll costs. In Russia, a flat personal income tax has traditionally been applied to residents, but in recent years progressive rates have been introduced for high earners. At the same time, employers pay considerable social insurance contributions that vary depending on the salary base and occupational risk category.

These basic proportions “low PIT + high employer contributions” vs “flat/partially progressive PIT + substantial employer contributions” define the overall direction of the differences we’ll explore in more detail below.

It is also important to understand the tax privileges and special regimes that affect IT companies. In Belarus, the Hi-Tech Park (HTP) residency status still provides a package of benefits and simplifications that can significantly reduce a company’s tax burden and change the “employee cost” calculation one way or another. Therefore, when comparing, it’s important to know whether a company operates within the extraterritorial HTP regime or under the general tax system.

From an HR perspective, this means that when evaluating an offer, it’s not enough to look at the “net” salary; it’s also worth clarifying whether the employer benefits from any special tax regime.

From this article, you’ll get clear calculations (employer’s tax burden vs take-home pay) and practical information you can use in preparing vacancies and salary benchmarks.

Tax Burden in IT Companies in Belarus

Let’s look at the main types of taxes and contributions, and determine the overall tax burden for a Belarusian employer hiring IT specialists.

Main Types of Taxes and Contributions

The tax system in Belarus for IT employees revolves around three main elements:

Personal Income Tax (PIT)
Contributions to the Social Protection Fund (SPF)
Mandatory insurance payments

These components determine how much an employee takes home and how much their employment really costs the company.

Personal Income Tax (PIT)

The base personal income tax rate for IT employees in Belarus is 13% (the same as for most other employees). The employer withholds this tax from the employee’s gross salary and transfers it to the state budget.

Thus, when a gross salary is quoted, the employee actually receives 87% of that amount after tax.

For most IT specialists employed under a labor contract, the standard rate applies, without reductions or preferential coefficients.

The tax base includes all income received in monetary or in-kind form, such as bonuses, performance awards, and material assistance (unless specifically exempted).

Belarus currently has no progressive income tax scale, which makes the system predictable and convenient for compensation planning, particularly for international companies.

Starting from 2025, however, a 25% PIT rate will apply to annual income exceeding 220,000 BYN.

Contributions to the Social Protection Fund (SPF)

The Social Protection Fund (ФСЗН) is the main source of social payments such as pensions, sick leave benefits, maternity benefits, and unemployment payments. These contributions are paid by the employer, not by the employee, and they significantly increase the real cost of employment.

As of 2025, the contribution rate is 34% of the payroll fund, including:

About 28% for pension insurance
The remainder for social insurance (e.g., temporary disability benefits)

These amounts are invisible to the employee, they receive the agreed net salary,but for the company, the actual cost of employment is roughly one-third higher than the gross salary.

For example, if a developer earns 3,000 BYN gross, the employer’s total cost, including SPF contributions, will be around 4,000 BYN.

Such a high level of social contributions is one of the key reasons companies seek tax benefits, optimize payment structures, or consider alternative collaboration models (for example, through individual entrepreneurs or EOR arrangements).

Additional Fees and Withholdings

In addition to PIT and SPF contributions, employers also make mandatory insurance payments to Belgosstrakh for workplace accident and occupational disease coverage.

The rate varies between 0.1% and 0.6% of the payroll fund, depending on the occupational risk category. For IT companies considered low-risk, the minimum rate applies.

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Distribution of Tax Burden Between Employee and Employer – IT Companies

Overall, the tax burden for IT companies in Belarus is as follows:

Employees pay a 13% personal income tax.
Employers additionally contribute approximately 34% to the Social Protection Fund (FSZN) and up to 0.6% to Belgosstrakh.

Thus, when planning hiring budgets, it is important to consider not only the “net” salary but also the hidden costs that determine the full cost of an employee for the company. This is why understanding the tax burden is a key factor when comparing hiring in Belarus with other countries in the region.

Features for HTP Residents

Being a resident of the High-Tech Park (HTP) is a key tool for tax optimization for IT companies in Belarus. It does not directly affect the employee’s income tax rate but significantly reduces the employer’s burden by allowing lower social contributions and exemptions from certain corporate taxes. For IT businesses, this often becomes a decisive factor when choosing between registering a company in HTP or operating under the general regime.

Benefits and Tax Rates

The personal income tax rate in Belarus is fixed at 13% for all employees, regardless of whether the company operates within HTP or outside it. This tax is withheld by the employer from the employee’s salary, so HTP residency does not affect it.

The main advantages of the HTP regime are seen at the company level. Residents are exempt from corporate profit tax and some other taxes, allowing more funds to be allocated to salaries and HR development. A more tangible benefit is the ability to calculate social contributions based on a reduced base. While the standard contribution rate to the Social Protection Fund (FSZN) is 34% of gross salary for all employers, HTP residency allows for a lower base.

How HTP Residency Affects the “Cost” of Hiring an IT Specialist

For HTP residents, social contributions are calculated differently: the company can pay them not on the full salary, but on the national average wage set by Belstat.

In practice, if a developer’s salary is 5,000 BYN and the national average wage is 2,000 BYN, an HTP resident company pays FSZN contributions only on 2,000 BYN instead of 5,000 BYN. At a 34% rate, this results in contributions of 680 BYN instead of 1,700 BYN.

This model significantly reduces the actual cost of hiring mid- and senior-level specialists. For businesses, it allows retaining talent without excessive costs, and for candidates, it is an incentive to choose HTP resident companies where more funds can be allocated to net salary and bonuses.

Why Non-HTP Companies Pay More Taxes – and How Much

Companies operating under the general regime cannot use the reduced base mechanism. They must pay 34% FSZN contributions on the actual payroll, regardless of salary levels.

Comparing two identical companies, one HTP resident and one non-resident, the difference in hiring a high-salary developer (e.g., 5,000–6,000 BYN) can reach 15–20%. For non-residents, the total cost per specialist is higher due to social contributions.

Thus, HTP participation not only reduces fiscal burden but also increases a company’s competitiveness in the labor market: it can offer the same net income at lower costs. This explains why most medium and large IT companies in Belarus prefer HTP residency.

Tax Burden in Russian IT Companies

Let’s examine the features of the tax burden on employers in Russian IT companies.

Main Taxes and Social Contributions

The Russian tax system for IT companies is largely similar in structure to Belarus but differs in rates and calculation principles. Like in Belarus, employers withhold personal income tax from salaries and independently pay social contributions to off-budget funds. For companies without special benefits, the total burden remains significant and directly affects the cost of hiring an IT specialist.

Personal Income Tax (PIT / NDFL)

In Russia, the personal income tax (NDFL) is the main tax withheld from salaries.

For Russian tax residents (those staying in the country for at least 183 days per year), the rate is 13% on annual income up to 5 million RUB and 15% on amounts exceeding this threshold.
For non-residents, the rate is higher — 30%, except for certain categories such as highly qualified specialists, who may apply the 13% rate.

As in Belarus, the tax is withheld by the employer and remitted to the budget with each payroll. For employees, this means that “take-home” salary figures in offers already account for PIT.

Progressive taxation is particularly noticeable for senior developers and top management with annual incomes above 5 million RUB, reducing their net salary compared to Belarus.

Employer Contributions: Pension, Medical, and Social Insurance

In addition to NDFL, Russian employers pay insurance contributions to off-budget funds. These contributions are fully borne by the company and are not deducted from the employee’s salary.

For 2025, basic rates for companies under the general regime are:

Pension insurance — 22%
Medical insurance (OMS) — 5.1%
Social insurance (FSS) — 2.9%

Total: 30% of the payroll.

Additionally, a contribution for work-related accidents may apply — on average 0.2–0.6%, depending on the risk class. IT companies usually use the minimal rate.

Impact on Total Company Costs

The overall employer burden in Russia is about 30–31% of the payroll for companies without special status. For example, with a developer salary of 200,000 RUB, the company effectively spends around 260,000 RUB monthly, including mandatory contributions.

This tax structure creates a substantial difference between the employee’s net salary and the total cost of the position for the employer. Higher incomes make this difference more significant, especially due to progressive NDFL.

For businesses, this necessitates careful compensation planning, accounting for both salaries and mandatory contributions, which occupy a significant share of total personnel expenses.

This is why Russian IT companies actively use special tax regimes and benefits (e.g., for accredited IT organizations), which help reduce the burden and make hiring more predictable. These benefits are discussed in the next section.

Tax Incentives for the IT Sector

Government support for the IT industry in Russia includes a range of tax incentives that significantly reduce the fiscal burden on employers. The most important of these is the preferential treatment for accredited IT companies, which allows them to pay reduced social insurance contributions and access additional benefits. These measures aim to stimulate the development of the domestic IT sector, increase its competitiveness, and retain qualified specialists within the country.

Exemption and Reduction of Social Insurance Rates

For IT companies with state accreditation, preferential social insurance rates apply. Instead of the standard 30% (22% for pension insurance, 5.1% for medical insurance, 2.9% for social insurance), these companies pay:

Pension insurance — 6%
Medical insurance — 0.1%
Social insurance — 0%

As a result, the total rate drops to 6.1% compared to the standard 30%. This nearly fivefold difference dramatically changes the economics of payroll. For example, for a salary of 200,000 rubles, instead of paying 60,000 rubles in contributions, the company pays only about 12,000 rubles.

Such reductions significantly lower personnel costs, allowing companies to allocate the savings toward higher salaries, employee training, product development, or marketing.

Requirements for Accredited IT Company Status

To benefit from these incentives, an organization must obtain state accreditation as an IT company from the Russian Ministry of Digital Development. The company must meet several criteria:

The main activity must involve the development, implementation, support, or testing of software and IT products.
Revenue from IT-related activities must constitute at least 70% of the company’s total income.
The company must be registered in Russia and employ at least seven staff members (more in some cases, depending on the type of activity).
Activities unrelated to IT, such as trading, brokerage, or leasing, should not be conducted at a significant scale.

Once accredited, the company automatically gains the right to apply reduced social insurance rates and access various additional support measures, such as participation in government programs, subsidies, grants, and tax holidays.

Practical Impact on Taxes and Competitiveness

In practice, these tax incentives make accredited IT companies among the most advantageous employers in Russia. With the same salary levels, payroll costs are roughly 20–25% lower than for non-accredited companies.

This allows them to offer more attractive compensation packages without increasing the overall budget, for example, by raising employees’ net income, providing bonuses, or improving working conditions. Additionally, these companies enjoy flexibility in HR strategy and can scale their workforce more easily without a sharp increase in tax burden.

In a competitive IT labor market with rising salaries, preferential tax treatment becomes a crucial tool for retaining specialists and planning expenses.

Comparative Analysis: Belarus vs. Russia

Let’s compare the overall tax burden structure and how it is distributed between employers and employees in Russia and Belarus.

Overall Tax Structure

When comparing the tax systems of Belarus and Russia, it is important to consider not only the rates but also how the tax burden is distributed between employers and employees. In both countries, the employer acts as a tax agent, withholding personal income tax from salaries and paying social contributions. However, the structure of these payments and their impact on total hiring costs differ significantly.

Who Pays More — Employer or Employee?

In Belarus, the main burden falls on the employer. Although the personal income tax rate is relatively low at 13%, social contributions to the Social Protection Fund (FSZN) can reach 34% of the gross salary. This means the “cost” of an employee to the company is roughly one-third higher than their pre-tax salary.

In Russia, the distribution is more balanced but still slightly favors the employer. Employees pay personal income tax at 13% or 15% (for annual incomes above 5 million rubles), while employers contribute about 30% of the payroll fund in social insurance. The ratio between personal and corporate burden is similar to Belarus, though the total contributions in Russia are slightly lower.

If we consider only the base rates, employers in Belarus generally pay more, especially if the company is not a resident of the High-Tech Park (HTP). In such cases, the total burden (taxes + social contributions) is higher than that of a non-accredited Russian IT company.

How the Tax Burden is Distributed

Structurally, both systems are similar:

Employees are responsible for personal income tax, withheld by the employer.
Employers fully cover social insurance contributions, which fund pensions, medical care, and social protection.

However, differences in the calculation of contributions produce different effects:

In Belarus, FSZN contributions are fixed, and non-HTP companies must pay on the full salary amount without base limits, making hiring highly paid specialists particularly costly.
In Russia, contributions are paid at 30%, but the base is capped: for 2025, once annual salary exceeds ~2.2 million rubles, the pension contribution rate decreases from 22% to 10%. Thus, the burden gradually decreases for high incomes.

For accredited IT companies in Russia, the preferential rate of 6.1% makes their tax model significantly lighter than in Belarus, even considering HTP status. As a result, in Russia, the share of taxes in the total cost of an employee for preferential employers may be less than 20%, whereas for Belarusian non-HTP companies it is around 45%.

Summary of Burden Distribution:

In both countries, personal income tax is 13% and withheld from the employee.
The main difference lies in the size and calculation rules of employer social contributions.
Without incentives, the overall IT business burden is higher in Belarus than in Russia.
With special regimes (HTP in Belarus and IT company accreditation in Russia), the Russian model remains lighter, while the Belarusian model still offers benefits compared to the general regime.

In summary, at the base level, Belarus places a heavier burden on employers, while in Russia, especially for accredited IT companies, the system is more balanced and favorable for hiring highly paid specialists.

Conclusion

Comparing the tax burden in IT companies in Belarus and Russia shows that while the systems are structurally similar, they differ in approach and real impact on business. In Belarus, the main burden falls on employers due to high FSZN contributions, though HTP residency can significantly reduce payroll costs. In Russia, base social contribution rates are lower, and accredited IT companies benefit from record-low preferential conditions, making hiring specialists economically more advantageous.

For companies operating internationally, these differences are important when planning budgets, choosing office locations, or hiring through EOR models. Correct calculation of the total cost of an employee helps to create competitive offers and retain talented specialists without exceeding budget limits.

Our team at Recruitment.by helps IT companies recruit qualified employees anywhere in Belarus, Russia, and other countries, taking into account tax, legal, and organizational factors. We can build an efficient team, optimize costs, and establish a hiring process that supports the growth of your business rather than hindering it.

Appealing an IT Dismissal

Even in the high-tech sector, where professionalism and flexibility are valued, labor disputes are not uncommon. Developers, testers, project managers, and other IT company specialists may find themselves in a situation where they feel they have been dismissed without cause or in violation of labor law. Conflicts arise particularly often in the event of staff reductions, termination of a contract ‘by mutual agreement’ or dismissal ‘at the initiative of the employer’.

Unlike many other industries, IT work frequently involves non-standard arrangements such as flexible schedules, remote formats, project-based employment, or service agreements through contractors or sole proprietorships. Because of this, many specialists are not fully aware of their rights when a labor contract is terminated—or whether it can be challenged.

In practice, it is not uncommon for IT specialists to be dismissed without sufficient grounds, not paid compensation, have their settlement delayed, or have their documents incorrectly drawn up. However, it is important to know that in most such situations, the dismissal can be appealed.

In this article, we will examine in which cases dismissal can be considered unlawful, what steps need to be taken to appeal it, and how to proceed if your employer has violated your rights. This material will be useful for both specialists and HR managers of IT companies who strive to build transparent and lawful employment relationships.

When Can Dismissal be Considered Unlawful?

Not every dismissal, even if it is documented, is legal. This is especially true in the IT sector: companies often use flexible forms of employment, and the wording in employment contracts often allows for different interpretations. Let’s look at the main situations in which dismissal can be challenged.

1. Violation of the dismissal procedure

Even if there are legal grounds, the employer is obliged to follow the established procedure. The following employer errors are common:

The employee was not notified of the upcoming dismissal within the established time frame.
No other position was offered during downsizing.
The employee’s work record book or copies of documents were not issued on the day of dismissal.
The dismissal order was drawn up with violations.

Any of these violations may be grounds for declaring the dismissal unlawful and reinstating the employee.

2. Dismissal without legal grounds

An employer cannot terminate an employment contract at their discretion—the grounds must be provided for by law and confirmed by documentation. For example, dismissal ‘for violation of labor discipline’ requires an official act, an explanatory note, and evidence of misconduct.

In the IT sector, there are situations where an employee is dismissed on the grounds of ‘low efficiency’ or ‘inadequacy for the position’ without conducting an appraisal or assessment. In such cases, the dismissal can be appealed if the employer has not proven the existence of objective reasons.

3. Coercion to resign ‘of one’s own accord’ or ‘by mutual agreement’

It is not uncommon for employees to be effectively forced to resign voluntarily: pressure is exerted, access to projects is restricted, salaries are delayed, or an ‘alternative’ is offered in the form of dismissal by mutual agreement.

If the decision to resign was made under pressure, the employee has the right to challenge it. The court may declare the resignation invalid if it proves that it was written under the influence of threats or deception.

4. Features of dismissal for remote or project-based work

For remote IT specialists and employees working on temporary projects, it is especially important that the grounds for dismissal are clearly stated in the contract. The employer cannot terminate the relationship without warning or without taking into account the terms of the contract.

For example, if an employee is working on a fixed-term project, early termination of cooperation is only possible on grounds provided for by labor law or the contract. Otherwise, it is illegal dismissal.

Thus, even if the dismissal order has already been signed, this does not always mean that the employer has acted lawfully. It is important to carefully analyze the documents, the reasons for dismissal, and the procedure for its formalization — these details determine whether there are grounds for appeal.

Employee Rights Upon Dismissal

Even if the dismissal is formalized correctly, the employer is obliged to respect the employee’s rights as provided for by labor law. Regardless of the reason for termination of the contract, IT specialists have a number of guarantees that the company cannot ignore.

1. Payments due upon dismissal

On the day of dismissal, the employee is paid:

Salary — for all days worked, including partial months.
Compensation for unused vacation time — calculated in proportion to the time worked.
Severance pay — due in cases of liquidation of the organization, staff reduction, or conscription into the army, or in other cases provided for in the employment contract.

In the IT sector, where flexible forms of employment and contract work are often practiced, the amount of severance pay may be specified in the contract itself—for example, in the form of ‘severance pay’ or compensation for early termination of the contract.

Important: if the company delays payment, the employee has the right to demand compensation for each day of delay.

2. Right to receive copies of documents and certificates

On the day of dismissal, the employee must be given:

a copy of the dismissal order.
A certificate of income for the last year.
A copy of the employment contract (upon request).
Information about insurance contributions paid.

These documents may be needed when going to court or when applying for a job with a new employer. If the employer refuses to provide them, you can submit a written request or contact the labor inspectorate.

3. Terms and procedure for calculation

All payments and issuance of documents take place on the last working day. If the employee was absent on that day (for example, on sick leave or vacation), the calculation is made no later than the next day after their request.

The employer is also obliged to provide a calculation sheet showing all amounts accrued and withheld upon dismissal.

Thus, when dismissing an employee, it is important not only to verify the legality of the grounds for dismissal, but also to ensure that all guarantees are complied with: money is paid, documents are drawn up, and deadlines are met. This will help avoid disputes with the employer and simplify any possible appeal against the dismissal.

How to Appeal a Dismissal

If an employee believes that their dismissal was unlawful, they have the right to appeal it. In the IT sector, such cases are not uncommon, especially when the dismissal is formalized with violations or occurs under pressure. It is important to act quickly and competently to protect your rights and restore justice.

Where to go

Depending on the situation, you can choose one of the following options:

Labor Inspectorate — helps in cases of violation of employee rights (e.g., refusal to issue documents, delayed payments, coercion to resign). The Inspectorate can conduct an investigation and issue an order to the employer.

Court — the main and most effective means of protection if you need to have your dismissal declared unlawful, be reinstated at work, or receive compensation. The court considers labor disputes independently of the employer’s position and may overturn the dismissal order.

Deadlines for Filing a Complaint or Lawsuit

The deadlines are limited:

1 month — to file a lawsuit from the date of receipt of a copy of the dismissal order or employment record book.

3 months — if the dispute concerns other labor violations (e.g., non-payment of wages).

Failure to meet these deadlines may result in the case being dismissed, so it is important not to delay filing a complaint.

What Documents and Evidence are Needed

To appeal a dismissal, the employee should prepare:

a copy of the employment contract.
The dismissal order and employment record book.
Evidence of illegal actions by the employer — correspondence, internal notifications, witness statements.
Calculation documents confirming debt or non-compliance with the payment procedure.

If the dismissal was accompanied by pressure from management (for example, a suggestion to ‘resign voluntarily’), screenshots of correspondence, recordings of conversations (if made legally), or letters in corporate email will be useful.

Possible outcomes of the case

If the dismissal is found to be unlawful, the court may:

Reinstate the employee.
Recover average earnings for the period of forced absence from work.
Order compensation for moral damage.
Change the wording of the reason for dismissal (for example, replace ‘under the article’ with ‘by agreement of the parties’).

In addition, the court may also oblige the employer to make corrections to the employee’s work record book and personnel documents so that the employee does not encounter problems with employment in the future.

Thus, appealing a dismissal is a real and effective way to protect your rights. The main thing is not to be afraid to defend your position, to competently gather evidence, and, if necessary, to hire a lawyer who will help you prepare documents and build a defense strategy.

Features of disputes with IT companies

Labor disputes in the IT sector have their own specifics related to the peculiarities of employment, flexible work formats, and international practice. It is important to consider the status of the person who worked with the company—whether they were a full-time employee, contractor, individual entrepreneur, or specialist hired through an EOR/outsourcing agency. This determines what rights and guarantees apply in the event of dismissal and how they can be protected.

1. Termination when working under a contract or subcontract

The IT sector often uses contractual relationships (fixed-term employment contracts) or civil law contracts (contracts for work, provision of services).

If an employment contract has been drawn up, all labor law provisions apply: notifications, payments, vacation, benefits. Illegal termination of such a contract can be appealed in court as a normal dismissal.

If the relationship is formalized by a contract for work, formally it is not a dismissal, but a termination of a civil law contract. However, if the work was actually carried out on the basis of an employment relationship (fixed schedule, workplace, compliance with internal rules), the court may reclassify the relationship as an employment relationship, which gives the employee the opportunity to seek protection under the provisions of the Labor Code.

What to do if you worked as a sole proprietor or through an EOR/outsourcing agency

Many IT specialists cooperate with foreign customers through EOR providers or work as individual entrepreneurs.

When working through an EOR (Employer of Record), the intermediary legal entity registers the specialist as its employee. If a conflict or dismissal arises, it is important to understand with whom the contract was concluded — with the customer or the EOR company. Claims of unlawful dismissal are filed against the person who is legally the employer.

When working as an individual entrepreneur, you are formally an independent business entity. Labor law does not apply here — relations are governed by civil law. However, if the customer has violated the terms of the contract (for example, unilaterally refused to perform without grounds), you can recover damages or penalties in a commercial court.

Dismissal due to reorganization, liquidation, or project reduction

IT companies often undergo structural changes — mergers, downsizing, office relocations, or the closure of individual divisions. In such circumstances, mass dismissals are possible.

The employer is obliged to:

notify employees at least 2 months in advance.
Offer alternative positions, if available.
Pay severance pay in the established amount.

If the dismissal is carried out without complying with these requirements (for example, under the pretext of “optimization” without notice), the employee has the right to challenge the company’s actions and demand reinstatement or compensation.

Disputes with IT companies require a precise understanding of the form of cooperation and the legal framework that regulates this form of employment. Regardless of whether you worked under a contract, through an EOR, or as a sole proprietor, it is important to record violations in a timely manner, collect documents, and seek legal assistance if necessary. This will allow you to choose the right defense strategy and minimize professional and financial losses.

Practical recommendations for IT specialists

Appealing a dismissal is not only a legal procedure, but also a matter of attentiveness and timely action on the part of the specialist themselves. Mistakes made in the early stages can later make it difficult or even impossible to defend your rights. Below are practical tips to help IT specialists act competently and protect their interests.

How to respond to a dismissal notice

Do not rush to sign documents without understanding the grounds for dismissal. First of all:

carefully study the order or notice — check whether the exact wording and references to legal norms are indicated.
Clarify the date of dismissal and the notice period — employers often violate these requirements, especially in the case of downsizing or liquidation.
Request a written explanation of the reasons for dismissal if they are not specified.
If necessary, consult a lawyer to understand whether the procedure complies with legal norms.

This approach will not only help you avoid mistakes, but also prepare you for a possible appeal against the dismissal if it turns out to be unlawful.

What not to sign without consulting a lawyer

Many employers in the IT sector offer employees ‘simplified’ solutions: to sign a statement ‘of their own free will’ or ‘by mutual agreement’ in exchange for a small compensation. It is not recommended to do this without analyzing the terms and conditions.

Before signing, we recommend that you:

read the document carefully — it may state that you have no claims against the employer, which will deprive you of the right to make further claims.
Make sure that the compensation or severance pay is specified in writing.
Request a copy of the agreement or statement for yourself.
Sign documents only after consulting with a lawyer or after making sure that the dismissal has been formalized correctly in accordance with your rights.

How to record violations by your employer

If you suspect that your dismissal is unlawful, you need to gather evidence:

take screenshots of correspondence (in messengers, email, corporate chats) where the terms of dismissal or pressure from management are discussed.
Keep copies of notifications, orders, and settlement documents.
For personal conversations, record the dates, participants, and content of meetings in writing (in work notes or personal files).

Such materials can become key evidence in court or when contacting the labor inspectorate.

Why it is important to keep correspondence and evidence of agreements

In IT companies, many processes take place online — via email, Slack, Jira, corporate CRM. This data often contains indirect confirmation of employment relationships, payment terms, and employer actions.

Save:

correspondence with your manager and HR about work tasks, pay, vacation, and dismissal.
Emails confirming the terms of the contract.
Documents and files that confirm the performance of work (e.g., Git commits, reports, screenshots of work tools).

Even if you worked as a contractor or through an EOR, this data can prove that the relationship was in fact an employment relationship, which gives you the right to seek protection under labor law.

Conclusion

Getting fired is stressful, especially for IT pros, where non-standard forms of employment and flexible contracts are common. Even if it seems like your employer is following the law, it’s important to carefully check all the documents and procedures so you don’t lose out on legal payments and your reputation as a reliable professional.

If you have doubts about the legality of your dismissal, are facing pressure from management, or do not know how to properly protect your rights, do not try to deal with the problem on your own.

Our lawyers are ready to advise IT employees on issues related to dismissal, help assess the legality of the employer’s actions, and represent your interests in appeals, both in pre-trial proceedings and in court.

Legal support is not just a way to uphold justice, but a tool that helps you preserve your professional rights, reputation, and confidence in the future.

Protecting the Rights of IT Employers

The IT sector in Belarus and beyond continues to grow rapidly, and with it, labor relations between employers and employees are becoming increasingly complex. High competition for qualified talent, remote work, the use of intellectual property, and flexible employment arrangements all create new challenges for companies.

IT employers often face situations where they need to protect their interests: from the unfair use of trade secrets and “poaching” of employees by competitors to unlawful actions by employees themselves, such as breaches of discipline or contractual obligations. Even a minor mistake in legally formalizing employment or civil-law relationships can result in significant financial and reputational risks for a company.

This article explores the legal tools that help IT employers protect their rights, key points to consider when formalizing relationships with employees and contractors, and preventive measures to reduce the likelihood of disputes.

Key Risks for IT Employers

IT companies operate in a highly competitive environment where human resources and unique developments are core business assets. Employers therefore face numerous risks that directly affect the stability and profitability of the company. Here are the most common threats.

Employee Turnover and Poaching of Key Specialists

The IT sector is characterized by high employee mobility: specialists often change employers in search of more interesting projects or better conditions. Losing key staff can result not only in costs associated with recruiting and onboarding new personnel but also in the risk of losing unique knowledge, methods, and client relationships. The situation is further complicated when competitors actively poach specialists, directly weakening the employer’s business.

Leakage of Code, Trade Secrets, and Know-How

Code, architectural solutions, client databases, business models, and other intangible assets often represent a company’s most valuable resources. Data leaks can occur accidentally, due to insufficient system protection, or deliberately, by a dishonest employee. The consequences can be severe, both financially and reputationally, especially if sensitive information falls into competitors’ hands.

Discipline Violations and Breach of Contractual Obligations

Even in a flexible and modern IT environment, employers face breaches of work discipline: missed deadlines, refusal to complete tasks, or violations of internal regulations. In civil-law contracts, contractors may fail to meet obligations, miss deadlines, or deliver substandard results. All of this can cause project delays, financial losses, and damage to client trust.

Abuse in Remote Work and Freelancing

Remote work, popular in IT, offers companies flexibility but also creates risks. Monitoring discipline and employee workload remotely is more challenging, and freelancers often juggle multiple projects that compete with company tasks for time. This may result in employers paying for incomplete or late work or encountering conflicts of interest.

Legal Tools for Protecting Employer Interests

Legal literacy and clearly defined terms of engagement allow employers not only to minimize risks but also to build transparent relationships with employees and contractors. Such instruments are particularly important in the IT sector, as it involves working with intellectual property, flexible work schedules, and remote work. Key mechanisms include:

Employment Contracts and Internal Policies

The employment contract remains the fundamental instrument defining the rights and obligations. In IT, it may include specific terms and conditions, such as procedures for handling confidential information, liability for violating deadlines and discipline, requirements for the use of company equipment, NDAs (non-disclosure agreements), and non-compete agreements. Internal regulations (internal rules, data protection regulations, IT policies) complement the contract and ensure a uniform standard of conduct for employees.

Civil-Law Contracts and Working with Freelancers

Employers working with freelancers or self-employed specialists use civil-law contracts. These agreements offer flexibility in defining tasks and deadlines but require precise specification of the contract’s subject, work scope, and delivery procedures. It is particularly important to clarify ownership of any created code or products to avoid legal disputes over intellectual property rights.

NDAs and Non-Compete Agreements

NDAs protect employers from leaks of confidential information, such as code, business processes, and client data. In IT, they are among the most common documents and are signed by both employees and contractors. Non-compete agreements may also be used to limit an employee’s ability to work for direct competitors or create similar products for a certain period. These clauses must be carefully drafted to ensure they are enforceable in practice.

Intellectual Property Registration

Code, databases, designs, logos, brands, and other intangible assets are key resources for any IT company. Registering intellectual property copyrights, trademarks, patents prevents unauthorized use by third parties. This provides a legal basis to protect employer interests and officially secure the company’s developments.

Preventive Measures

In IT, it is often more effective and economical to prevent risks than to waste resources on disputes and lawsuits later. A well-thought-out system of preventative measures allows for threats to be minimized even at the formalization stage of relationships with employees and contractors.

Proper Documentation from Day One

At the hiring stage, it’s important to clearly spell out the terms of employment: employment or civil law contracts, NDAs, and information protection provisions. Documents must be legally correct and tailored to the specifics of the company. This creates transparent rules of the game and protects the employer from potential conflicts.

Control and Corporate Security Systems

In an IT company, ensuring the protection of data and development results is especially important. Using access control systems, delimiting user rights, and monitoring employee activity help reduce the risk of leaks and abuse. Additionally, it’s worth implementing internal regulations: rules for the use of corporate equipment, cloud services, and password storage.

Legal Support During Hiring and Termination

Mistakes in document execution during hiring or firing can result in costly disputes. Legal consultations at these stages help avoid labor law violations, correctly formalize the terms of intellectual property transfer, and reduce the likelihood of conflicts with former employees.

Training HR and Managers on Legal Basics

HR specialists and team leaders are at the forefront of employee interactions. Understanding basic legal mechanisms such as how to draft contracts, what to include in NDAs, and what questions to ask during interviews adds an extra layer of protection. Education and regular training help minimize risks during the recruitment and onboarding stages.

Dispute Resolution

Even with preventive measures in place, conflicts between employers and employees or contractors can still arise. It is important to understand the tools available for their resolution and how to minimize losses and preserve the company’s business reputation.

Out-of-Court Conflict Resolution

Many disputes can be resolved without litigation through negotiations,internal committees, or mediation. This approach helps reduce tensions, maintain relationships with valuable employees, and avoid negative publicity. It is important to have internal procedures for handling complaints and claims, as well as appoint responsible persons to conduct dialogue with employees and contractors.

Legal Action: When and How to Proceed

If negotiations fail, employers may turn to courts. Legal action can recover damages for contract breaches, stop violations, or hold former employees accountable for disclosing trade secrets. Success depends on properly prepared documentation, including contracts and internal policies. Legal advice ensures litigation is pursued only when evidence is solid and reputational risks are assessed.

Practical Tips to Minimize Risk

Document all agreements, including correspondence and work completion reports.
Respond promptly to violations, without letting problems accumulate.
Involve a lawyer early if a conflict escalates.
Evaluate both legal and reputational implications of each step.
Use mediation or arbitration clauses as alternatives to court.

A dispute resolution strategy should balance protecting company rights with maintaining its business reputation.

Case Study

An IT company contracted a freelancer to develop a module for an internal system. The contractor missed deadlines, and the delivered code partially included content from external repositories, risking licensing issues. The employer first attempted to resolve the conflict through negotiation, offering partial payment and further development. The freelancer refused, and the dispute moved to court.

Thanks to a well-drafted civil-law contract, specifying deadlines, responsibilities for breaches, and IP ownership transfer, the company recovered damages and officially secured the corrected module.

This example illustrates the importance of proper contractual foundations and starting dispute resolution with negotiation, leaving litigation as a last resort.

Conclusion

Protecting the rights of IT employers is a systematic process covering all stages of working with employees and contractors. Well-drafted contracts, NDAs, non-compete agreements, intellectual property registration, internal policies, and HR training help minimize risks and build trust within the team.

Preventive steps are always more advantageous than legal disputes; they save time, resources, and preserve the company’s reputation. However, if conflicts arise, it is crucial to know which mechanisms to use, from negotiations to full legal protection.

Our team knows how to structure processes so that employers do not have to “put out fires,” making legal security a natural part of business development. We are ready to help implement effective protection tools and support your company at every stage.

HR Audit in IT Business

In the context of rapid growth of the IT market, people are becoming the main resource of the company. The speed of development, product quality and competitiveness in the international arena depend on how effectively the personnel management processes are built. However, even dynamic and successful IT companies eventually have questions: how are the roles distributed within the team, do the competencies of employees correspond to business goals, how transparent is the system of motivation and retention of specialists?

The personnel management audit provides answers to these questions. This is not a verification exercise, but a comprehensive analysis of personnel processes, organisational structure and human capital. In IT, where competition for talent is high and technology is developing rapidly, audit helps to identify risks at an early stage, ranging from staff turnover and team overload to skill gaps that hinder growth.

Today, HR audits are relevant not only for companies scaling up or preparing for investment but also for mature market players striving to maintain efficiency and adapt to new challenges. For executives and HR professionals, such an audit is a strategic management tool that enables data-driven decisions instead of relying solely on intuition.

What is an HR Audit and Why is it Important?

An HR audit is a comprehensive assessment of a company’s personnel and HR processes. Its purpose is to identify strengths and weaknesses in people management and determine how well the team and organizational structure align with strategic business objectives. Unlike isolated tools such as employee appraisals or performance reviews, an HR audit covers the entire system, from recruitment and onboarding to motivation, development, and retention.

While traditional HR evaluations focus on individual employees or competencies, an HR audit views the company as an integrated organism. It examines role distribution, identifies duplicate functions or areas lacking expertise, assesses transparency in communication, and evaluates the HR department’s effectiveness.

For IT businesses, HR audits are particularly valuable. First, competition for skilled talent is fierce, and mistakes in hiring or retention can be costly. Second, rapid technological progress demands constant upskilling—audits help detect gaps and plan training initiatives. Third, many IT companies operate globally, requiring flexible and adaptive HR structures.

Thus, an HR audit is not merely a control measure but a strategic resource that enables growth without internal bottlenecks while maximizing human capital.

When Should an IT Business Consider an HR Audit?

Although beneficial at almost any stage of development, HR audits are especially important in certain situations:

1. Scaling teams or entering new markets.

Rapid growth often strains HR processes and management structures. As headcount increases, it is critical to define roles, identify key competencies for new projects, and build effective onboarding systems. An audit helps prevent chaotic growth where employees are scattered across tasks without a clear strategy.

2. Preparing for investment or business sale.

For investors and partners, HR stability matters as much as financial performance. A strong team, transparent motivation system, and efficient HR practices increase company value and reduce risks. Audit findings provide objective data useful in negotiations and legal due diligence.

3. High employee turnover and retention challenges.

Losing key employees and struggling to replace them drains both time and money. Often the root causes lie deeper in limited career growth, imbalanced workloads, or lack of transparent incentives. An HR audit identifies these issues and helps design effective retention strategies.

4. Declining project efficiency.

Missed deadlines and falling product quality are not always due to technical problems. Sometimes they stem from HR issues such as overlapping roles, skill shortages, or overburdened teams. An audit reveals these bottlenecks and suggests corrective measures to restore predictability and efficiency.

In this way, an HR audit becomes not just a reactive “firefighting” tool but a proactive mechanism for managing growth and minimizing risks before they affect business outcomes.

Key Objectives of an HR Audit

An HR audit goes far beyond checking HR paperwork. It is a comprehensive diagnosis of a company’s human capital, aimed at uncovering factors that impact performance and long-term sustainability.

1. Analysis of structure and role distribution.

The audit assesses how well the team is organized, identifying duplicated functions, overloaded positions, and areas lacking expertise. This is crucial for IT companies, where cross-functional teams are common and unbalanced role allocation directly affects project delivery and quality.

2. Competency and qualification assessment.

Technology evolves rapidly, making last year’s skills potentially obsolete. The audit compares employees’ current knowledge and capabilities against project requirements and business strategy. This helps uncover gaps and define training or hiring needs.

3. Evaluation of motivation and retention systems.

Compensation is only part of the equation. Career development, flexibility, and company culture often matter more. An audit reveals whether reward systems are transparent and fair, what motivates employees, and which factors undermine retention.

4. Review of HR processes (recruitment, onboarding, development, performance review).

Well-structured HR practices form the backbone of team stability. Delays in hiring, formal onboarding, and limited development opportunities weaken competitiveness. An audit highlights weak spots and suggests improvements that enhance engagement and productivity.

5. Identification of risks and growth opportunities.

Beyond problem areas, an audit also points to growth drivers. This might include launching mentorship programs, developing a future leadership pool, or adopting more agile project management models. Companies receive not only a risk map but also actionable growth strategies.

Ultimately, an HR audit transforms people management from an operational function into a strategic discipline, where decisions are based on objective analysis and data rather than intuition.

What Results Does an IT Company Get After an HR Audit?

An HR audit provides businesses not only with a list of identified issues but also with practical solutions that directly impact team performance and long-term sustainability. Here are the key outcomes an IT company gains from conducting an HR audit:

1. An objective view of human capital.

Executives gain a clear understanding of who is responsible for what, which key competencies already exist within the company, and which skills are missing. This is especially important in IT, where project success depends on precise role allocation and specialist expertise.

2. Recommendations for structural optimization.

The audit highlights duplicated functions, bottlenecks, and overloaded positions. Based on this analysis, the company receives actionable proposals for restructuring, redistributing tasks, creating new roles, or eliminating unnecessary management layers. This improves organizational agility and speeds up processes.

3. A competency development and training plan.

The audit clarifies which areas require upskilling, from technical expertise to soft skills. This forms the basis for training programs, mentorship, and career development initiatives that allow employees to grow alongside the company.

4. Improved motivation and retention system.

The company receives data on what truly drives employee engagement—salary, bonuses, flexible work arrangements, culture, or growth opportunities. This enables HR to fine-tune the reward system, reduce turnover, and strengthen employee loyalty.

5. More effective HR processes.

Recruitment, onboarding, performance reviews, and development programs become more strategic rather than merely formal. As a result, new hires integrate faster, existing employees face less burnout, and project outcomes become more predictable.

Ultimately, an HR audit equips IT companies with a tool that enhances market competitiveness and enables confident growth planning based on accurate workforce data rather than assumptions.

How HR Audits Are Implemented

HR audits can be conducted in different formats and scopes, depending on company goals and available resources.

Formats of HR Audit: Internal Audit by the HR Team or External Independent Audit

Internal audit by the HR team. Useful when the HR department has enough expertise and the company wants to quickly get a basic picture of the state of personnel processes. However, this approach has a limitation: internal specialists may be less objective.

External independent audit. Performed by consultants, this approach provides an unbiased perspective and a more comprehensive evaluation. Many IT companies use a hybrid model: internal assessment as a preliminary step, followed by an external audit for strategic insights.

Stages of an HR Audit

Stage 1. Preparation

Defining the audit’s goals, reducing turnover, improving HR efficiency, preparing for investment, etc.

Stage 2. Data Collection

Conducting interviews with management and staff, reviewing documentation and HR systems, analyzing hiring, attrition, and training statistics.

Stage 3. Analysis

Systematizing the data, identifying risks, duplicated roles, and competency gaps.

Stage 4. Reporting

Presenting an objective picture of workforce structure and HR processes.

Stage 5. Recommendations

Offering concrete steps for improvement: restructuring, adjusting motivation systems, or creating training and development programs.

Duration and Cost of an HR Audit: Key Factors

The length of an HR audit depends on company size, employee count, and the depth of the assessment. Small IT companies can complete an audit in 2–4 weeks, while for larger organizations the process may take several months. Costs are influenced by the scope of the analysis, the need for specialized competency assessment methods, and involvement of external experts.

Examples of Practical Changes After an HR Audit

1. Organizational structure optimization: Elimination of duplicate functions, introduction of new roles (for example, team leads or project coordinators).

2. Revision of the motivation system: Introduction of bonuses for the result, flexible working conditions, development programs.

3. Strengthening HR processes: Acceleration of recruitment through automation, creation of a full-fledged adaptation system, introduction of regular performance review.

4. Increasing employee engagement: Development of corporate culture, internal educational initiatives, mentoring programs.

An HR audit is therefore a practical tool that enables IT companies not just to identify problems but to implement tangible changes that directly impact growth and competitiveness.

Conclusion

An HR audit is not a formal compliance check; it is a strategic management instrument that helps IT companies build effective people management practices. It provides executives with objective data on team performance and HR processes, while giving HR departments actionable recommendations for process optimization, skills development, and retention of key specialists.

The main value of an HR audit lies in its long-term impact: the company gains not only solutions to current HR challenges but also a foundation for sustainable growth. In a fast-moving IT market, people are the primary competitive advantage, and effective management of human capital directly drives business results.

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