Ain’t that a curve. But what if… senior engineers were hired for senior engineer jobs? Junior for junior, etc? The lifecycle of a job at startup can tolerate t

Ain’t that a curve. But what if… senior engineers were hired for senior engineer jobs? Junior for junior, etc? The lifecycle of a job at startup can tolerate this more than an enterprise situation, but it’s still pretty clear to me in most cases. This issue tends to be viewed as a balance-sheet salary issue in the end. You sort by (value, salary) and then (salary, value) in some spreadsheet. But if you’re firing someone for being too expensive, you hired the wrong person to begin with. I’ve noticed a trend for years of sucking up top talent because they might go somewhere else. But I myself have been on both sides. I have hired and been hired a couple of times for skill, then I or they didn’t know what to utilize the position for. They hoped good = results. In one case, my job title changed twice between the handshake and my first day. And that’s just the quippiest to relate! So I think the hiring side has some work to do on actually crafting the teams they want to build a bit better. “Awesome Python Ninja” was a funny job description for about 30 seconds 10 years ago. I keep seeing that, if phrased more professionally. Get the person you want for the job. “Picking talent” as an idea is like hoarding two of each animal on an ark. The real world is much more fluid than a Flood.