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by kodah
1493 days ago
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> Control for #2 by having a "tech lead" or senior engineer be directly responsible for their developer's performance. Whether that's a 2 parent leadership team (people manager + tech leader) or otherwise, developers must have direct oversight of their personal productivity. Tech leads in most engineering firms don't have that kind of control. That's why OP mentioned "manager". You can't make someone responsible for stuff they don't control. Even if a manager "tasks" a lead with this they usually don't in fact own it. The paradigm you're asking for requires a people manager to be leveled the same as their tech lead so that they share responsibility for outcomes. Most places don't work that way. > Have an appropriate incentives in place for developers to improve. A couple of places (IBM) actually have an excellent infrastructure for providing productivity. But no incentive. OPs point is that developers are a reflection of their environment more than they are of their own knowledge. There's a DevOps study from DORA that covers this I think, as well. |
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That's a mistake by most engineering firms.
Direct technical leadership is extremely important. Weekly direct feedback and performance evaluation on technical tasks. By a technical leader who is directly responsible for getting this person improved.
I think, the vast majority of the status quo re: "managers" in the software industry is absurd rubbish.
I use the army/medicine analogy.
In the military/medicine, a junior doctor/2nd lieutenant has every aspect of their work overseen and audited by an expert who can do their job better than they can.
In the software industry we often skip this step.
Most software is cut price rubbish. Engineers who enjoy leadership and mentoring other engineers cost $$$. It's not cost effective, so bad management ensues.
> OPs point is that developers are a reflection of their environment
Definitely agree. I'd say my points are additive, they're not an alternative to OP's.