Companies focus too much on attracting talent, not enough on developing it. If both of these screened avenues of entry to software development are as promising

Companies focus too much on attracting talent, not enough on developing it. If both of these screened avenues of entry to software development are as promising as these metrics indicate (each with their pros and cons) here are some potential larger takeaways for companies: 1) Invest in the continuous development of your employees, regardless of their background and seniority 2) Hire for teams, and diversify teams with both CS and BC grads 3) Hire more people in general (maybe on a probationary period) Fit to small teams with the goal of cultivating experientially diverse teams, and spend significant time developing employees - junior and senior. Any intellectual work should involve continuous learning and development. If the company's focus is restricted to current projects, or on the bottom line, or if managers enforce strict division of labor, an organization will warp to optimize for those metrics and become less adaptable to inevitable changes in the market (or within the company) and the company will fail to compete - or at minimum incur major opportunity costs. What these metrics suggest is that if you take relatively successful candidates and invest in their individual development, both in depth and breadth, that investment will pay off. You'll create engineers who find better solutions to problems and - more importantly - who find better problems to solve.