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> You need to figure out what kind of company you are, and then hire (and maybe fire) based on that. No engineer is accusing NASA of being too fastidious, or Fa
by thrwwyngnr 8y ago
> You need to figure out what kind of company you are, and then hire (and maybe fire) based on that. No engineer is accusing NASA of being too fastidious, or Facebook for moving too fast, because everybody is on the same page from day one.
That makes a lot of sense.
The multitude of complaints show me that we're not only communicating what we want to, but also we're failing at communicating what kind of engineers we want.
We're currently changing our hiring process, and I will give that feedback to HR and to C-levels.
That's really good advice.
Thank you.
- ken 8y agoNot just hiring, but leadership of existing employees. Be careful not to try to brush it off as "We hired the wrong people (so we just need to fire everybody and start over, and all our problems will be solved)". Many people are flexible enough that they could work for a range of styles. In the absence of leadership, they have to make up the answer themselves. Everybody makes up their own answer, and then everybody is frustrated that their coworkers aren't behaving correctly for their view of how the company should operate. At every level, your engineering managers need to know what type of company it is, and provide clarity. "We've got 'fail-safes' on our SAAS release process, and we're still shipping 100 new bugs a week. Clearly, something is horribly broken here. Based on our company values, we can all see that the solution is ___." Remove the fail-safes? Fix the fail-safes? Ship more often? Ship less often? Kill the product? Cut features? Spend a month just fixing bugs? There's no one correct answer, but you have to decide.