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
I see the "hybrid vs remote" work a similar debate as the "private offices vs open offices" one was 20 years ago.
Both can work.
It's a tradeoff. And right now, the (in)ability to hire a strong reason for full-remote, for tech companies, and especially startups. 4/4
And don't forget one very important dynamic: the ability to hire and the ability to backfill.
If more people reject hybrid/office-based work to the point of companies cannot hire: more companies will move for remote-first.
If they can hire for hybrid: fewer will go full-remote.
One more important dynamic: society.
Remote work is viable thing in tech. But most industries are not entertaining full-remote.
This means at traditional companies, full-remote work *just* for tech won't fly long-term.
Another divide in tech-first vs non-tech-first companies.
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Althought in most of tech we're usually dismissive of how governments approach technology, an exception to this should be the UK Government.
They are building a solid engineering culture, and able to hire and retain great people solving meaningful eng challenges: 1/5
On tech conferences I met people working in the UK government. And was amazed to hear how they're pretty cutting edge in things like accessiblity at scale, digital literacy and empowering engineers.
I mean look at their statement. It starts with "platforms". They get it. 2/5
The most innovative thing about the UK government is not about the engineering practices though. It's the things surrounding engineering.
Big Tech that has announced return to the office - usually as a hybrid setup with 2/3 days/week - and when it's due:
- Microsoft: 28 March
- Meta: 28 March
- Google: 4 April
- Apple: 11 April
Who wins: policy? Exceptions for devs threatening to quit? Startups hiring remote?
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For all the above companies, the plan has always been to return the office.
What has changed since is how many of their competitors became remote-first since. E.g. Twitter, Shopify. And how well-funded startups are hiring full-remote and are desperate to hire from these places.
Several DMs later:
Google, Microsoft and Facebook are all extremely chill about engineers coming back to the office. Most engineers I talked to won’t go back / have exceptions / their manager allowing remote.
Only place where it’s serious is Apple. Seems no way out there.
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.
"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: