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I totally agree. I think so much of the "it's really hard to get rid of bad people" story comes from weak management. Firing people is part of the job, you need
by malvosenior 8y ago
I totally agree. I think so much of the "it's really hard to get rid of bad people" story comes from weak management. Firing people is part of the job, you need to be comfortable doing it.
Interviewing people is extremely disruptive to an engineer's time and in a large company it could potentially happen a lot. I think that is the metric that should be optimized for, not minimizing firing work for the hiring manager.
- ebiester 8y agoI wonder about this - am I doing a candidate a disservice by hiring them without knowing that there is a non-trivial chance that they'll be fired within 1-2 months? If someone doesn't already have a job, that's fine, but someone might quit a situation where they are suited for one in which they aren't. Or, if someone is a junior developer, they've just spent 2 months before being let go, and has to explain the situation to the next place. I care about the people I hire as humans and don't want to put them in a bad situation.
- malvosenior 8y agoI wouldn't say there's a non-trivial chance that they'll be fired in 1-2 months. Being able to effectively screen people is another technical managerial skill. There is a very, very small percentage of candidates that make it through the interview and later turn out to be duds. I think there are two issues at play: 1. Ineffective managers are terrified of firing people. 2. Ineffective managers rightly or wrongly think they can't screen people without code tests, white boarding... Like I said in my original comment I look at their Github or any other work portfolio they provide and have a deep discussion about it with them.