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I am sometimes too optimistic about a technically proficient candidate sharing these traits, during the interview process.
After hiring they are depressingly unexcited about delivering a new feature that promises business value, significantly improves performance etc. It's just work to be done.
In my case when I've regretted it was much because the "attitude problem". For a team of 10 devs (I've recruited all of them), I remember two specifically cases in which I regretted to hire those guys. Guy #1: A "developer" who was trash talking everyone (even me) and then he pretended he didn't do it or he alleged "I didn't say that", he complained about every one of his teammates, he pretended and believes that he…
Earlier quoted context omitted.
Why would you pick the one with a degree? If two developers are of equal technical ability, I would honestly pick the one with better social skills over the one with a degree.
You are implying there is a downside. In my example they are the same in all aspects you measure.
All other things being equal, of course.
In my case when I've regretted it was much because the "attitude problem". For a team of 10 devs (I've recruited all of them), I remember two specifically cases in which I regretted to hire those guys. Guy #1: A "developer" who was trash talking everyone (even me) and then he pretended he didn't do it or he alleged "I didn't say that", he complained about every one of his teammates, he pretended and believes that he…
Serious question--for some reason, I've always believed that previous employers tend to avoid saying anything negative about their former employees. Is this not the case?
I think angvp is only publishing this because it's entirely anonymous -- he hasn't named the two employees in question or his company.
Earlier quoted context omitted.
That's one reason we rely heavily on thorough, structured reference checks.
How do you structure your reference checks? And what do you do for new hires who are very early in their careers and don't have real work references? Also, I'll note that three of the above employees were sourced via referral from either other employees or friends of execs.
Now, it is easier to influence new professionals than changing habits of seasoned professionals.
I've never had a hire go wrong for technical reasons. I have hired, participated in hiring, or inherited several developers who had to be let go for reasons related to attitude or soft skills. Some examples: - a guy with an alcohol problem who would disappear for a week at a time or come in to work sloshed - a junior developer who had major problems with authority, mixed with bizarre paranoia. He refused to take dire…
Earlier quoted context omitted.
Serious question--for some reason, I've always believed that previous employers tend to avoid saying anything negative about their former employees. Is this not the case?
This is very much the case. When employees/employers broadcast negative info about each other, both parties suffer. Obviously, the accused suffers because all this negative info about them is now public, but the accuser also suffers because they look like a jerk for publishing it. Who would want to work with a person/company that is known to talk crap about people they work with? I think angvp is only publishing this…
"and always check his background with their previous employers (guy #1)."
I've never had a hire go wrong for technical reasons. I have hired, participated in hiring, or inherited several developers who had to be let go for reasons related to attitude or soft skills. Some examples: - a guy with an alcohol problem who would disappear for a week at a time or come in to work sloshed - a junior developer who had major problems with authority, mixed with bizarre paranoia. He refused to take dire…
Other than hiring someone as contractor first, have a trial run for 6 months, what do you think is a good way to minimize issues like this?
I'm not a world class developer, but I'm a good one, maybe great depending on the day but I had 3 offers to be contract to hire and I refused.
You may save yourself a bad hire, but more than likely you will do so at the cost of missing out on hiring a handful of good ones.
If I'm interviewing with you and you don't trust me enough to make me an employee from day one then why should I trust you as a company?
In interview what appeared to be a potential-hire's strength - became a real nuisance when we hired him. We wanted someone who could do both android and iOS. He was a senior, had enough to showcase and plenty to 'talk about software architectural things'. It turned out, he was jack of all trades (python, java, objective-c) but he really-really struggled at designing software but he could talk through people and walls…
I've never had a hire go wrong for technical reasons. I have hired, participated in hiring, or inherited several developers who had to be let go for reasons related to attitude or soft skills. Some examples: - a guy with an alcohol problem who would disappear for a week at a time or come in to work sloshed - a junior developer who had major problems with authority, mixed with bizarre paranoia. He refused to take dire…
That's one reason we rely heavily on thorough, structured reference checks.