What tech companies are really looking for when hiring young talent

For more than a decade at Docplanner, I’ve had the privilege of hiring and developing dozens of young professionals. And after hundreds of interviews, I’ve reached a conclusion that may not be what you expect: tech companies say one thing in job descriptions, but are actually looking for something completely different in candidates.

The new generation of young talent in Spain has extraordinary potential, but there’s a huge gap between what job descriptions promise and what we really want on the team. You need to understand this code to compete and succeed in high-growth tech companies.

The job description trap (and how to read between the lines)

Open any job description on LinkedIn. You’ll find a list of 15 requirements. "5 years’ experience in..." "Proficiency in three programming languages..." "Ability to work under pressure..." The list is endless.

When I see "adaptable" in a job description, what I’m really saying is: "This role will change constantly, and we need someone who can pivot without complaining." When I say "startup mindset", it means: "You’re going to wear ten different hats. There won’t be any manuals." And when I write "self-starter", I mean: "There won’t be much supervision. I need someone who can make decisions without constantly asking for permission."

If you have 60% of what they’re asking for and show that you can learn quickly, you should apply.

What I really assess in an interview with young talent

In my interviews, I almost never ask about academic projects or university assignments. I need to understand how the person thinks under pressure. I need to know whether they can navigate ambiguity. I need to confirm that they have genuine curiosity, not just an appetite for a job title.

I look for three main signals

First, how they structure their thinking: when I present them with a problem that has no obvious solution, can they break it down into manageable parts? Do they ask smart questions to understand things better before jumping to conclusions? New talent that starts with questions, not answers, has a huge advantage.

Second signal: do they ask about the business? Not just about the job, but about how we make money, who our competitors are and what our success metrics are. I once interviewed a young candidate for a product role, and she asked me about our customers’ CAC, LTV and churn rate. That told me everything I needed to know.

The skills that are in shortest supply among new tech talent

The biggest gap I see in new young talent isn’t in programming or design. Those technical skills can be taught. The real shortage lies elsewhere.

• Data literacy: Surprisingly few young professionals can look at a dashboard and draw real conclusions. If you can’t read data, you can’t iterate. And if you can’t iterate, you can’t scale.
• B2B fundamentals: New talent often comes with experience in consumer tech, but many major tech companies operate in B2B. Sales cycles are different, and there are multiple stakeholders.
• Communicating complex ideas simply: In healthcare tech, you suddenly need to explain to a doctor, a regulator and an investor how your product works. Talent that can do that without unnecessary jargon is invaluable. And extremely rare.

How to prepare to work at a high-growth tech company

If you’re aiming for companies like Docplanner or similar, you need to prepare differently. A polished CV and a smooth interview aren’t enough. You need to arrive showing that you’ve already done the mental work.

Before the interview, study the company’s growth figures. What is its ARR? How many markets is it penetrating? If the company is public, read the investor letters. If it isn’t, look on TechCrunch, in its press releases and on the executives’ LinkedIn profiles.

Secondly, understand the product deeply. Don’t just use it; analyse it. What are the points of friction? Arrive prepared with a list of small improvements. Young talent that says "I’ve been using your product and I have an idea about how to improve it" shows that they think like a builder.

Thirdly, prepare to discuss a real challenge the company is facing. Go into the interview saying: "Based on what I’ve read, I think one of your biggest challenges is X. This is how I would approach it." This shows that you don’t just want the job; you’re capable of thinking like an owner.