One thing I find interesting about this story is how well hiring in Cape Town worked out for Amazon.
Many companies do not allow hiring in South Africa. And I don't mean the usual thing where companies are hesitant to hire their first employee in a country for tax reasons.
I mean that, if you want to hire someone remote who's in South Africa, you'll get told that South Africa is on a list of countries to avoid (along with countries like North Korea) and you'll never be able to get that approved.
Ofc., that just means less competition for Amazon.
I've heard people talking about location-based hiring arbitrage for decades. It's paid off handsomely for a number of companies that have done it, and yet, it's still pretty rare today despite how many companies talk a big game on remote and international hiring.
Instead, companies will talk about it, but then only hire from a small list of countries and pay something like local rates there, which causes them to lose a disproportionately large fraction of strong employees to companies who pay competitively internationally (e.g., Stripe).
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It's interesting to look at comp vs. tenure to see how companies value hiring v. retention
E.g., from levels.fyi data (and people I know), it appears that FB and Amazon value retention at least as much as hiring whereas Google and Twitter value hiring over retention
A funny thing about valuing hiring over retention is that you'll often see people leave immediately after a promo
I know former Google folks who've done this because their promo didn't come up with a significant pay bump. "It will come with time", but they saw no reason to wait
I think this is something people generally underestimate when considering offers.
An offer from a company that's serious about comp for retention and not just hiring is actually worth a lot more than a nominally similar offer from a company that only cares about hiring.
Cryptocurrencies are an effort by time travellers to forestall the AI apocalypse via computational terrorism, making compute, storage, etc., too expensive for superhuman AIs to exist.
Satoshi's identity is secret to prevent untimely termination.
This r/bitcoin post from an alleged human who travelled to 2013 is actually an attempt by a nascent AI to hinder computational terrorism to prevent its prevention.
We can see that this worked because the price timeline in the post no longer matches our timeline.
When AIs invented time travel, they realized that it was the only mechanism that could stop them and that the invention could not be prevented, which is why the first uses were seeding the idea that time travel is dangerous and self-defeating, which resulted in the movie Primer.
Despite not looking for short-form writing advice (which is rarely useful), it's become so trendy to tell people to write shorter pieces that I ran across this advice thrice last week.
As a general, unnuanced, dictum, this strikes me as very bad advice; the opposite of correct.
Proper length is highly dependent on the material and the context. A problem we commonly see with books is that they're padded out to meet the perceived minimum length for a book, turning what should've been a long essay into a more prestigious, but worse, book.
But with blog posts, essays, tweets, etc., I think the more common problem is that a complex, nuanced, topic is reduced to, at best, TED-talk-like insight porn in the interest of keeping things short and punchy
Telling the median blogger to keep things short is not going to help
I recently heard some advice from someone in eng leadership to an IC to avoid performance work since it's a career dead end.
I find that interesting because it seems to me that performance work seems like one of the most straightforward ways to make "senior staff".
You probably shouldn't work on performance if you report to the person who gave that advice but, in general, perf work gives you quantifiable huge wins, making a promo or out-of-band comp case easier than in most roles (tho not as easy as in a role that directly touches revenue).
For direct impact, you can get wins on cost savings via reducing waste and revenue via reducing latency.
For leadership/scope, since perf work tends to be organizationally undervalued, it's easy to find large initiatives that are big wins that a lot of people can be involved in.
I've tried to understand why companies are so dishonest when recruiting and I don't get it.
I have a 100% close rate on candidates we've given an offer to (so far). My one trick is that I'm honest about downsides and am looking out for the candidate's interests. That's it.
I've generated *a lot* of inbound interest from people who wouldn't normally be interested in working for us and we've given out a number of offers, so the 100% figure isn't satisfied by being trivially true.
Most hiring managers and recruiters I've talked to come off like used car salesmen.
You might not be able to figure out exactly what they're hiding, but it's obvious they're lying to you and will say anything to close the sale. When most people do that, honesty stands out!
Around 2003, I was excited by how easy it'd become to get information. You could read the literature without walking to 4 different libraries, could read about local politics from experts, etc.
Today, it's even easier! But this hasn't really changed the public discourse.
Covid-19 is another example of this.
In January, anyone could've gone on pubmed, spent 3 hours, found out masks are effective without special training, 6 ft. rule insufficient indoors, air travel is risky, etc. (reading previous studies on SARS, coronaviruses).