I disagree with this approach. My policy as a tech lead (and then manager) was to spread the mundane tasks across the team equally. This let everyone experienc

I disagree with this approach. My policy as a tech lead (and then manager) was to spread the mundane tasks across the team equally. This let everyone experience the pain points and usually led to faster elimination of technical debt, since the senior developers would see patterns in the pain and find ways to address it. (Junior engineers often don't have the experience to recognize bad patterns or bad smells and would happily plow through a bunch of mundane tasks that could be done better with a higher level solution.) It helped that we had a Tech Debt Week every 8-10 weeks where we took a week to fix problematic code and harden our deployment and automation processes. It was hugely popular with the engineers, we gave out trophies for the best fixes based on team vote. The "share the love, share the hate" approach also meant that new junior developers were given challenging tasks as soon as they joined the team (and were paired with a senior developer for support). If they excelled, we gave them even harder things to work on. If they struggled, we found easier projects for them to work on and coached them through it so they didn't feel bad about their struggle--we always said it was better to try challenging problems and fail than attempt something safe and easy. Either way, we started new team members with the hard stuff instead of ramping them up slowly on the easy stuff. The same policy applied to interns. They got challenging and impactful projects, no busy work or work the team didn't want to do. This meant we had a huge return rate on our interns and most of them joined our team when they came to work full-time.