4 ms·
> Even if you're "just" a 500 people company, expect the investment into getting a new hire up to speed to be at least a year's worth of salary That was my cas
by braza 2y ago
> Even if you're "just" a 500 people company, expect the investment into getting a new hire up to speed to be at least a year's worth of salary
That was my case when I was hired to a DAX50: My manager told me to get the first year to learn about the company. At the first moment, I thought that was stupid and in 3 months I could be up to speed. For the technical and product part it was quite everything OK in 6 months; the part that took more time was the organizational and getting the organizational capital.
- mschuster91 2y agoIdeally, as long as you're not a manager (or hell, even then...) your manager should have taken care of the "organizational capital" bullshit.
- braza 2y agoWhen I refer to organizational capital, I mean a form of "social capital" that is essential for effectively implementing changes within a team. For example, in a large company, no one will allow you to make changes during your first day or month of work. Unlike start-ups and scale-ups, where there may be an automatic assumption of competency, in larger organizations, you need to demonstrate your skills and convince those around you of your capabilities. It can feel like a ritualistic corporate dance, and for someone like me, who comes from smaller organizations, it was challenging to navigate. However, over time, people began to recognize my work, and now I can handle most tasks independently.