Yeah. This gets to a weakness of engineering leveling systems. We rightly encourage high level engineers to seek out work that is a challenge at their level...
But there isn't always enough of that highly difficult or tech lead work to go around.
But there isn't always enough of that highly difficult or tech lead work to go around.
https://twitter.com/mariaruizv/status/1438544872445599753
When level-appropriate work comprises a lot of your performance review, you get something very dangerous: roving bands of skilled, restless engineers competing for vanity projects and systems that should never, ever have been built, but which you now have to maintain. 😬
One way to prevent this is to *not* over hire, especially very senior engineers. Hire juniors and mid-levels with room to grow.
Most engineering work is not rocket science, and mid levels in particular are often the most prolific and productive engineers you have.
Most engineering work is not rocket science, and mid levels in particular are often the most prolific and productive engineers you have.
Be mindful of your ratio. You will grow more and more top heavy over time as engineers progress, unless you feed the funnel.
A team with 20% distinguished engineers, 50% staff engineers, 30% senior engineers and 20% mid-level or junior engineers...
A team with 20% distinguished engineers, 50% staff engineers, 30% senior engineers and 20% mid-level or junior engineers...
...is a restless team where (assuming you haven't inflated their levels) most of your team isn't getting enough lead work or technical work that challenges them enough to continue growing.
And I'm dead serious about over hiring. Everywhere I look I see inflated orgs.
And I'm dead serious about over hiring. Everywhere I look I see inflated orgs.
People think if they have too many engineers it will manifest as light workloads.
Bzzzzt! It manifests as everyone being busy, busy busy solving internal problems they brought upon themselves years before they should have had to.
Bzzzzt! It manifests as everyone being busy, busy busy solving internal problems they brought upon themselves years before they should have had to.
Overhiring manifests as, if you really look closely, only maybe 30% of your engineers are actually spending most of their time solving problems that move your strategic business priorities forward.
Overhiring can manifest as too many people acting in their own best interest and playing politics or empire building.
I'm not sure why. Maybe bc it's easier to put ego+cynicism aside when you know your work matters, and you see very little make work or self imposed problems?
I'm not sure why. Maybe bc it's easier to put ego+cynicism aside when you know your work matters, and you see very little make work or self imposed problems?
Anyhow...we were talking about how to avoid the roaming hordes. 🙃
The second way is, simply, not to punish them for doing the right thing. Make it clear that the priority is doing what's right for the business. Sometimes it won't be "appropriately tough" work. So be it.
The second way is, simply, not to punish them for doing the right thing. Make it clear that the priority is doing what's right for the business. Sometimes it won't be "appropriately tough" work. So be it.
Also...I would love to hear the telltale symptoms others look for to spot engineer over-hiring.
I think this is an all but invisible condition which is way, WAY more common than people realize. 🤔
I think this is an all but invisible condition which is way, WAY more common than people realize. 🤔
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