4 ms·

If you are hiring someone to do a specific job which is different to other roles then sure you can create such titled positions. But if they are basically doing

by Gatsky 5y ago

If you are hiring someone to do a specific job which is different to other roles then sure you can create such titled positions. But if they are basically doing similar work to others (Just 10X better or whatever), then a fancy title isn't really going to fool anyone.

Retric 5y ago
Coworkers can actually see how productive someone is, assuming they are actually 10X that’s not a problem. I have worked with people that I thought should be making bank. The only issue is people outside your organization, but they have no idea what a given title means. Scrum Lord’s make 500k, wonder what they do?
- raisedbyninjas 5y ago
  Some coworkers can see high performance. If the quantitative performance is only 30% higher, it may not be apparent. If there is a qualitative outperformance, the dullard coworkers may not realize the impact.
- ballenf 5y ago
  Some types of high productivity are easily visible, some aren't. The dev who can whip out tons of stable code is easily measured. The dev who fights to stop an unneeded re-architecure or veto feature requests that would have maintenance overhead unjustified by their value is harder to judge. And yet that veto may be the equivalent of 2-3 FTEs savings.
  - Afton 5y ago
    Haha, when I had been a software dev for a year, I interviewed at MS and they asked what my biggest success was. I said it was convincing an architect and 3 FTEs that they didn't need to spend 2 months on a 100% solution, given that we had all the pieces of an 90% solution ready at hand. They did not seem impressed. I did get hired though... More seriously, I've met several people who really struggled to get recognized officially for their work. One was someone who was just amazing at cross team collaboration. Specifically, we were a small group, doing an important strategic project, but we needed some work from other teams that were serving the companies larger, single product. It was hard to get them to free up a couple of dev-days, even when we had the explicit support up and down the management chain. She was amazing at getting the ICs on the team to get on board. But really struggled during review cycles because a fair amount of her work wasn't traditional lines-of-code/jiras. Another example was a developer who was a king at driving customer solutions through the dev team. He was a developer, and even though he's probably responsible for millions in not-lost-sales, he struggled to get the recognition he deserved. Anyway, just agreeing with some examples from my professional life.

by Gatsky 5y ago

Retric 5y ago

Coworkers can actually see how productive someone is, assuming they are actually 10X that’s not a problem. I have worked with people that I thought should be making bank. The only issue is people outside your organization, but they have no idea what a given title means. Scrum Lord’s make 500k, wonder what they do?

raisedbyninjas 5y ago
Some coworkers can see high performance. If the quantitative performance is only 30% higher, it may not be apparent. If there is a qualitative outperformance, the dullard coworkers may not realize the impact.
ballenf 5y ago
Some types of high productivity are easily visible, some aren't. The dev who can whip out tons of stable code is easily measured. The dev who fights to stop an unneeded re-architecure or veto feature requests that would have maintenance overhead unjustified by their value is harder to judge. And yet that veto may be the equivalent of 2-3 FTEs savings.
- Afton 5y ago
  Haha, when I had been a software dev for a year, I interviewed at MS and they asked what my biggest success was. I said it was convincing an architect and 3 FTEs that they didn't need to spend 2 months on a 100% solution, given that we had all the pieces of an 90% solution ready at hand. They did not seem impressed. I did get hired though... More seriously, I've met several people who really struggled to get recognized officially for their work. One was someone who was just amazing at cross team collaboration. Specifically, we were a small group, doing an important strategic project, but we needed some work from other teams that were serving the companies larger, single product. It was hard to get them to free up a couple of dev-days, even when we had the explicit support up and down the management chain. She was amazing at getting the ICs on the team to get on board. But really struggled during review cycles because a fair amount of her work wasn't traditional lines-of-code/jiras. Another example was a developer who was a king at driving customer solutions through the dev team. He was a developer, and even though he's probably responsible for millions in not-lost-sales, he struggled to get the recognition he deserved. Anyway, just agreeing with some examples from my professional life.