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by deanak
1876 days ago
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Everyone is well aware that any promise of company loyalty isn't worth the time it takes to say it. To attract in-demand employees, you have to make every week count for them so if there is an acquisition or yet another useless management shuffle, they can walk away without regretting the time they invested. The easiest way to achieve this is to offer some amount of equity and/or the exact weekly schedule and vacation time they are looking for. The most excited I have seen engineers get is when I tell them my primary goal is to keep them out of meetings, away from process rabbit holes, and focused on programming and documentation. We have one weekly 30 minute meeting limited to the product team, and ad-hoc stand-ups if we are picking a long term path that affects the whole team. The acronym KPI is never mentioned. Our only measure of success is deployed features. The toughest part here is usually dealing with management who think you can't get anything done in 25-30 hours, or that having "face time" is worth sucking 10 hours out of someone's life every week with a commute. Or even worse, they have mandatory "all hands" meetings or "team building exercises" as if their employees are children. (To anyone offended by that, try building a team of adults through hard work instead of the equivalent of circle time.) They cannot comprehend that a focused 5-6 hours a day is much more productive than trying to enforce 8x40x50 and pretending that every hour is similarly productive. |
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100%
I was hired by a company that said they don't outsource, they don't lay off employees, and that the pay structure was good (3 10% promotions and a 4th larger one if going into management, plus a $25k-ish profit sharing bonus).
Within 2-3 years, they started outsourcing, the promotions turned into 7% raises with the need to get 5 of them to be making near the same amount when considering the change to profit sharing. The chance to go into management and get that money was greatly reduced, requiring you to work both as a PM and a manager with pay being about the same as the PM role. Within 6 years they started laying people/groups off.
This is a company that has a high reputation for doing the right thing, marketed themselves as different, etc. Yet I have seen the erosion of pay and benefits, violation of their own policies, and all while trying to sell it to you as some great benefit.