5 ms·

It happened to me too a few years back. A posting cropped up with the company hiring for two positions right above mine to fill out direction needs, I was a tec

by aejnsn 5y ago

It happened to me too a few years back. A posting cropped up with the company hiring for two positions right above mine to fill out direction needs, I was a technical lead already. I wanted the position, because I was already filling the role they were hiring for. I was shut down right when I inquired, and told that the company wanted some outside talent. Wow okay, even though my performance reviews were dazzling. So they hired two guys who had zero familiarity with the industry and zero familiarity with our stack. One had to be fired because he was insane and did nothing all day but try to be some motivational speaker in a technical role. I liked the other guy, but it was another person I had to explain stuff to when he had preconceived notions that were incorrect. He was cool, but HR/execs really screwed up the positioning. There was a later time when they were going to have a leadership vacuum. I decided it best to quit at that time because they were going to ask me to help by advancing _only_ when they needed me as a backup. However, when I asked them to advance, they just said not interested. So too bad, had a better offer to advance elsewhere and their interest in me was clear.

a3n 5y ago
> So too bad, had a better offer to advance elsewhere and their interest in me was clear. "Their interest in me was clear." Exactly this. Enlightened and effective leadership would pair a "not this time" response with a series of career development meetings, resulting in a tailored path for advancement; not as detailed as "this job, then that job, then that," but informed enough to show the candidate that they were heard and valued. An additional bone in the form of a small raise and or training would also be effective. And of course the plan needs to be reviewed periodically and sincerely, for adjustments and progress on the part of both parties.
- aejnsn 5y ago
  Thanks! I really wish they would have put me through training. If I recall correctly they did do a special mid-year for me. That was because of the VP, who knew I was frustrated about the position and HR. That same VP got tired of the rest of the company’s crap, he threw in the towel, and that started the reorganization/leadership vacuum. I am glad I had a couple other options. The company lost a couple dozen good technologists in the span of the following year just because of their horrible organizational management.

by aejnsn 5y ago

a3n 5y ago

> So too bad, had a better offer to advance elsewhere and their interest in me was clear. "Their interest in me was clear." Exactly this. Enlightened and effective leadership would pair a "not this time" response with a series of career development meetings, resulting in a tailored path for advancement; not as detailed as "this job, then that job, then that," but informed enough to show the candidate that they were heard and valued. An additional bone in the form of a small raise and or training would also be effective. And of course the plan needs to be reviewed periodically and sincerely, for adjustments and progress on the part of both parties.

aejnsn 5y ago
Thanks! I really wish they would have put me through training. If I recall correctly they did do a special mid-year for me. That was because of the VP, who knew I was frustrated about the position and HR. That same VP got tired of the rest of the company’s crap, he threw in the towel, and that started the reorganization/leadership vacuum. I am glad I had a couple other options. The company lost a couple dozen good technologists in the span of the following year just because of their horrible organizational management.