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I’ve been in situations like this as one of the existing employees. It is beyond irritating. Eventually there’s a presentation or meeting where the new person
by jbjbjbjb 3y ago
I’ve been in situations like this as one of the existing employees. It is beyond irritating.
Eventually there’s a presentation or meeting where the new person declares there is no documentation, or formal process or they’ve spoken to a former colleague who knows about X and thinks Y about our situation. And yet we have documented what they need, there’s a process written out and audited that we can go through and instead of asking your ex colleagues why not speak to your new colleague who’s been working on X for 3 years. I blame the manager to be honest more than the new person. As a new person though it is worth realising that this team who has been successful enough be able to offer you employment might know a thing or two.
- Atotalnoob 3y agoYes, I understand that. There is always a good reason as to why. I’m listening and measuring before we make changes. It’s not documented and if it is, it’s not surfaced in an easy to consume way. It doesn’t matter how good your docs are if they aren’t easily accessible. I totally agree with you, though. The new guy shouldn’t change anything for the first X time. And I won’t. I’m just developing a roadmap for the future which will change and adapt.
- codingdave 3y agoI think documentation is a great example - the problem is not "nothing is documented", or even the accessibility. The problem is "lack of documentation causes X". Once you establish the business pain caused by the technical shortcomings, you have a list of "Xs", and can prioritize based on the level of impact of each. Then you come across as someone really looking to help and improve the organization, and not as someone just pushing personal preferences.