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> WFH has expectations of availability during working hours and expectations of 40 hours ish of time commitment. Not when done right. I run my remote teams asy

> WFH has expectations of availability during working hours and expectations of 40 hours ish of time commitment. Not when done right. I run my remote teams async and definitely don't expect them to get back to me instantly at any point other than the very few prearranged meetings we have. I also want them to take time throughout their day to do what makes them content/relaxed/happy. Coding is a creative profession and getting people into a relaxed state creates far better software than deathmarching a scrum team. > If I finish work in 2 hours and go do personal stuff for the rest of the day I don’t feel relaxed, I feel anxious like I’m in a gray zone in the employment contract and I’m going to be sniffed out and given more work to do. This is due to poor management. Strong management makes employees feel secure and not-surveillanced.

theonething 3y ago
Are you hiring?
- bluefishinit 3y ago
  We are, but we also do that in a pretty unique way. We exclusively proactively recruit people that we think are the best match for a given role. We don't have an in-bound process. This allows us to find the best possible match and skip all of the technical interviewing theatrics. We simply try to convince the people we see as the best fit for the team to join us. I usually offer the job on the first call with a potential hire.
  - jross225 3y ago
    I've never heard of that before. > find the best possible match and skip all of the technical interviewing theatrics I assume that you mean best person within your network... wouldn't that be limiting for a remote company? > I usually offer the job on the first call with a potential hire. Do you pay well? What is your conversion here?
    - bluefishinit 3y ago
      > I assume that you mean best person within your network... wouldn't that be limiting for a remote company? Nope, we don't need the person to be in our network. Open source devs are really each to just reach out to. > Do you pay well? What is your conversion here? We do (market rate at least).
helen___keller 3y ago
> This is due to poor management. Strong management makes employees feel secure and not-surveillanced. Maybe that’s true, but having trustworthy async workloads is dependent on having really good planning methodology (eg sizing tickets fairly accurately with 2 week sprint planning) In my experience this is very difficult. The moment you start working on a more novel feature/project, ticket sizing gets wacky. When ticket sizing is wacky, you get the dreaded gray area: we planned this thing to take 3 days. It took me 1 day because the team didn’t understand how small the ticket was during ticket grooming. Do I take days off or create new work for myself? Am I responsible for post hoc fixing planning failures? If so, am I not just emulating the “spend 40 hours working” mindset via points? If not, am I not taking advantage of the teams planning mistake?
- bluefishinit 3y ago
  Tracking ticket churn is not good management. Are your employees coming up with novel and effective solutions? Are they successfully implementing them? Can you hire and retain amazing people? Those are the only metrics that matter. If you hire high performers, your job is to keep them happy and clear stuff out of their way, not track them to the nth degree and force them into a bureaucratic project management labyrinth.

theonething 3y ago

Are you hiring?

bluefishinit 3y ago
We are, but we also do that in a pretty unique way. We exclusively proactively recruit people that we think are the best match for a given role. We don't have an in-bound process. This allows us to find the best possible match and skip all of the technical interviewing theatrics. We simply try to convince the people we see as the best fit for the team to join us. I usually offer the job on the first call with a potential hire.
- jross225 3y ago
  I've never heard of that before. > find the best possible match and skip all of the technical interviewing theatrics I assume that you mean best person within your network... wouldn't that be limiting for a remote company? > I usually offer the job on the first call with a potential hire. Do you pay well? What is your conversion here?
  - bluefishinit 3y ago
    > I assume that you mean best person within your network... wouldn't that be limiting for a remote company? Nope, we don't need the person to be in our network. Open source devs are really each to just reach out to. > Do you pay well? What is your conversion here? We do (market rate at least).

helen___keller 3y ago

> This is due to poor management. Strong management makes employees feel secure and not-surveillanced. Maybe that’s true, but having trustworthy async workloads is dependent on having really good planning methodology (eg sizing tickets fairly accurately with 2 week sprint planning) In my experience this is very difficult. The moment you start working on a more novel feature/project, ticket sizing gets wacky. When ticket sizing is wacky, you get the dreaded gray area: we planned this thing to take 3 days. It took me 1 day because the team didn’t understand how small the ticket was during ticket grooming. Do I take days off or create new work for myself? Am I responsible for post hoc fixing planning failures? If so, am I not just emulating the “spend 40 hours working” mindset via points? If not, am I not taking advantage of the teams planning mistake?

bluefishinit 3y ago
Tracking ticket churn is not good management. Are your employees coming up with novel and effective solutions? Are they successfully implementing them? Can you hire and retain amazing people? Those are the only metrics that matter. If you hire high performers, your job is to keep them happy and clear stuff out of their way, not track them to the nth degree and force them into a bureaucratic project management labyrinth.