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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 17 Stories
SVP Of Engineering at Coursera (Enterprise)
Overcoming Hiring Constraints
This company faced the challenge of not finding potential candidates fit for positions available within their company when expanding. To overcome hiring constraints and meet their goals, they devoted their time to researching different target locations, conducted surveys, and created a cross-functional team. They also hired local recruiters and invested in marketing strategies to target potential talent. Lessons learned include allocating resources to a professional local recruiter, understanding the qualities the company is looking for in prospective employees, and investing in marketing strategies.
Colleen Tartow, Ph.D.
Director of Engineering at Starburst Data
Measuring the Morale of a Team
It is important for leaders to measure the morale of their teams in order to ensure productivity and good code. This can be done through frequent check-ins and one-on-ones, anonymous surveys, and tools such as 15five. Building an open and trustful relationship with employees is key to understanding their morale, as well as tracking data to identify trends over time.
Partner at SWARM
Saying ‘Not Right Now’ Instead Of ‘No’ to Pay Raise Requests
A design intern was offered a full-time position, but asked for more money. The company decided to not cave in to the request, but instead laid out a series of goals for the intern to prove himself. After 6 months, the intern had met those goals and was given the pay raise he had asked for. The company also learned that their cutting-edge and fast-paced environment helps them attract and retain junior employees.
CTO at QuadPay
Hiring Rapidly and Time Efficiently
This article outlines the steps taken to rapidly hire engineers while maintaining quality. The author front-loaded the design, coordination, and preparation of the hiring funnel, set up hiring teams, and treated the hiring process as a product. Three metrics were used to measure success: percentage of hires from referrals, time taken to make a decision, and face-to-face interviews to hire ratio. The author also reduced the interviewing process to four hours and in one session. Lessons learned include the importance of treating the hiring process as a product, not letting quality fall to the wayside, and understanding that every hiring process is unique.
Fractional and Advisory CTO/VPE at Self
Turning a team around
When taking over a team of 60 engineers, the VP of Engineering noticed a lack of motivation and excellence. After observing interactions and having one-on-one conversations, it was determined that external factors such as a lack of purpose, goals, and challenges were causing the problem. To address this, modern tools were implemented, hiring practices were strengthened, job bands and compensation ranges were established, teams were reorganized, and the strongest people were put into influential positions. As a result, motivation and efficiency increased, and the team was better differentiated. Lessons learned include building relationships, ensuring a sense of purpose, challenging the team, and maximizing talent.
Sr Director of Engineering at Carta
Convincing your executives to increase their hiring budget
This article discusses the challenge of hiring a full backend developer with at least five years of experience. The author had to convince their executives to increase the budget in order to hire a top-notch engineer, and they gathered data to demonstrate that a small budget would result in a loss for the company. They also compared their company's salary to the market price and found that they were offering much lower than the competition. After a month of convincing, the executives agreed to increase the budget, but the perfect candidate had already declined the offer. The author's advice is to bring a lot of data and present it in a way that executives will understand.
VP of Engineering at Sharethrough
Creating and utilizing an engineering career path
A startup realized that their ad-hoc responses to career growth weren't enough and began researching career paths from other companies. After collecting a dozen paths, they created their own with six positions, four qualities per position, and one to three sentences per quality. They received feedback from their most experienced engineers and rolled out the path with a presentation. Lessons learned include understanding the problem, finding a starting point, avoiding "Not Invented Here," training managers and engineers, and working with HR.
Data Science Manager at Airbnb
How to manage the ego of a rockstar developer
A rockstar developer was exhibiting negative behavior in the team, such as not listening to other team members and being aggressive when defending his point of view. After investigating the root cause of his behavior, it was discovered that he felt unappreciated and needed to show everyone that he was the smartest person in the room. The manager took action by having a difficult conversation with him, praising him publicly and privately, and pushing for a reevaluation of his compensation. This simple solution was highly effective in fixing the problem.
Engineering leader at Target
Liaison officer at AnitaB AI committee, Engineering leader
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
CTO at Virgin Pulse
Software Executive | Strategy | Vision | M&A | Transformation | B2B | SaaS
VP of Engineering at Kiddom, Inc.
Engineering executive • ex-Affirm | Square | Google
Staff II Frontend Engineer at Remote
Turning ideas into experiences remotely. Ex-team-manager
CTO at Crisis Text Line
Growth oriented technology leader
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Sr. Manager, Capacity Engineering & Analysis
Discussing Pay Compensation
This article discusses how to approach a conversation about earning more money. It suggests researching the company's compensation authority, providing a list of accomplishments, and comparing market salaries to demonstrate why a raise is deserved. It also suggests being honest about other offers and emphasizing the value of staying with the current company. The article emphasizes the importance of making noise and letting the manager know that compensation is important.
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