> Just for example, there’s someone > I’ve worked with, let’s call him > Joe, who’s saved two different projects > by doing the grunt work necessary to

> Just for example, there’s someone > I’ve worked with, let’s call him > Joe, who’s saved two different projects > by doing the grunt work necessary to > keep the project from totally imploding. > The projects were both declared successes, > promotions went out, they did a big PR > blitz which involves seeding articles > in all the usual suspects, like Wired, > and so on and so forth. That’s worked out > great for the people who are good at > taking credit for things, but it hasn’t > worked out so well for Joe. I have to agree with this, since many of the better engineers I have worked with frequently interview. Generally, they run out of opportunities at their current employment and need to find something new for them to grow. Also it's often easier for them to get a pay-rise with a new job. However, I wouldn't say that there is a "market for lemons" for employees. Performance may well be difficult to evaluate during an interview process, but after several months of work within a company it is generally quite clear who is performing well. I think the real issue is that: - Employment opportunities are a "market for lemons", and even if a team or project is great to work within at first, it won't stay like this forever. - If a company spots a great performer they generally don't wish to offer them preferential treatment (more autonomy, ability to learn something new, pay rises, etc) due to its perceived effects on their peers. There are all sorts of lazy heuristics that people use, and "good people are never out of work" is one of them. Good people do sometimes go out of work, but it will generally be to "scratch an intellectual itch" or to give themselves time to be extremely picky about their next job. I think the way forwards is to create more supportive development cultures which allow for more room at the top (with opportunities for self-direction and with pay improving alongside efficacy) and at the bottom (with mentoring and training). This isn't just something that might be solved by a great manager. It's also something that we I think we should hold ourselves accountable for.