A new grad software engineer can make more than a Head of Engineering, both working locally. An outlier: but it happens.
It's because "tech" is a very broad field, and different companies have different compensation models.
This realization hit me as I'm finalizing my recording of the overview of the Netherlands tech job market.
There's a data point for a Head of Engineering making €61,000 and data points for new grads in Amsterdam, at Uber making ~€90K/year (€68K base, the rest bonus + equity).
Also why titles are not that telling in many cases.
When at Skyscanner, as a principal engineer I made about £90K/year, in London.
Moved to Uber and became a senior engineer. My comp doubled, and the nature of the work was similar.
As many people have remote work predictions, here is mine:
Remote work will be here to stay for tech... but not everywhere. The big companies will successfully bring most people back to the office in a hybrid (2-3 days/week) setting. Traditional companies will aim to follow. 1/4
But in the process, remote work explodes in popularity. Startups, mid-sized companies and a few larger ones go, stay & thrive full-remote.
Businesses helping this transition also thrive - e.g. ones by @mar15sa & @SergioRocks (you should follow them on remote work insights). 2/4
Hiring and onboarding people in a remote setting vs in the office/hybrid will continue to be a massive difference, especially with junior engineers.
This is an achilles heel remote-first companies will need to solve: and an advantage hybrid ones currently have. 3/4
"We’re a company growing rapidly. Our hiring process has been based on intuition so far. What do good hiring processes look like and how do we build them?"
Here's how you can do this. A thread:
1. Define the role. Start with the "what" and define the scope of this role. Can you write up a 1, 3, and 6-month plan of what success for this role looks like?
Define "must-have" and "nice to have" requirements. Write it all down. Don't forget to write down the budget as well!
2. The JD. With the role definition ready, you should be able to write an accurate and truthful job description.
Take inspiration from the structure of other JDs you like. Here are a few structure ideas:
One thing I heard very little talk is interviewer burnout at high-growth companies (both startups and big tech).
When Uber in Amsterdam doubled in six months, me and others were doing 4-5, sometimes 6 interviews per week.
It was hell. Several ppl developed "interview burnout."
An hour-long interview means:
- Preparation (ideally, 15 minutes. In practices, with so many: 5 minutes)
- The interview + potential overrun
- Writing up the scorecard, usually EOD (15-30 mins)
- Debrief (30-45 mins)
Doing 5 a week means ~12-15hrs/week & 15 context switches...
Needless to say, this certainly resulted in a worse candidate experience.
I remember someone joining Uber and coming up to me, saying hello. I was surprised.
"Have we met?" - I asked.
"You did my hour-long systems design interview." Oh, right.
Breaking: Luxoft - 3rd largest tech company in Ukraine - sent an email to all staff fully condemning "Russia's full-scale invasion on Ukraine".
Their mother company, DXC is exiting the Russian market, closing their offices in Russia with 4,000 employees (!!)
Details: 1/5
Email to all staff at Luxoft:
"Russia has taken the irrevocable step of launching a full-scale invasion of Ukraine. This is war and a clear act of aggression. We fully condemn it and hope that common sense will prevail.
This war must stop." 2/5
"We are extremely proud of our Ukrainian colleagues for their bravery and resilience in the face of danger. It is a pleasure and a privilege to have you with us at Luxoft. Seeing the way all of you have responded, we are reminded of just how impressive people (...) can be." 3/5
I just talked with a tech lead based out of Ukraine at EPAM, a tech company with more than 10K employees in Ukraine & 4K in Kyiv. EPAM also has large offices in Belarus and Russia.
Here's what I learned about the situation at the company, how the war affects it and how to help:
1. Evacuation. There's an incredible behind-the-scenes effort both locally and outside Ukraine. In Kyiv employees help each other with medicine, supplies, transport. Within Ukraine they transport each other+families. On the borders in Poland & Romania EPAMers pick up families.
2. The company's current priorities are
a) People
b) Revenue
c) Profits
d) Reputation
They are putting people's safety first to the extent that they can. Which is also why their CEO gave a watered-down official statement many criticize. He wants to keep *all* employees safe.