What we've learned about hiring engineering managers • Hacker News Board

Re: What we've learned about hiring engineering managers

#101

Post by 1123581321 » Mon, Feb 04, 2019, 10:25 PM UTC

lazerwalker wrote: post #88

fijiaarone wrote: post #71

Earlier quoted context omitted.

Notice how every one of these tasks are things required of the engineer to satisfy the manager. None of it contributes to the productivity of the worker. And only a small portion of it has any relevance to the productive of the company as a whole. In other words, the engineers would not notice if the engineering manager was not there (except they’d spend less time in meetings and reporting). And the company wouldn’t…

This sounds like you haven't had a competent manager before (nothing to be ashamed of, I was there once!) Meetings like weekly 1:1s are supposed to be helpful for you as the engineer. They're a safe space for you to complain, and share what sucks about your job, and brag about what's going well. It's like work therapy, but a lot of the things that you complain about can actually become things your manager can fix ove…

Your description does not sound like good management. Wouldn’t it make more sense to have a mutual working meeting where both IC and manager commit to goals and achieve organizational changes in a more coordinated manner? How could a conversation with a manager with hire-promote-fire power be considered a safe space? An EAP specialist would be a more appropriate outlet for venting.

Now, I would commend a manager teaching an employee to not see management as an enlightened therapist/advocate/accountability partner, but rather as just another kind of specialist in the organization with certain powers and access channels. Sadly, that seems unlikely in the age of Rands, Ask a Manager, etc.

Re: What we've learned about hiring engineering managers

#102

Post by codegrappler » Tue, Feb 05, 2019, 6:59 PM UTC

kasey_junk wrote: post #76

codegrappler wrote: post #60

Earlier quoted context omitted.

This is my struggle. Do you go the management route for the money or stay in development where the pressure, and pay, is lower...

In my career at least it’s never been true that the pay or pressure have been lower as an engineer vs a manager.

That's good to hear! My understanding was that as you move towards your 40's and 50's it becomes more challenging to find engineering roles that are willing to compensate you for your increasing experience levels. I hope I'm wrong.

Re: What we've learned about hiring engineering managers

#103

Post by codegrappler » Tue, Feb 05, 2019, 7:02 PM UTC

granshaw wrote: post #75

codegrappler wrote: post #60

Earlier quoted context omitted.

This is my struggle. Do you go the management route for the money or stay in development where the pressure, and pay, is lower...

Have you considered consulting? Where you have more control and leverage over your earnings? (Especially if you have a spouse whose health insurance you can use) Or perhaps PMing (which in many scenarios can lead to better pay, and less prone to ageism, though arguably even more stressful than being a manager) I’m mulling these potential paths myself, to climb the pay scale and fend off ageism.

I haven't considered consulting mainly out of fear. I know a few very talented consultants that struggle to maintain a steady client-base. I'm the sole income + benefits in our household and with multiple little ones, my risk taking has decreased considerably. PMing might be an option though. I've worked mainly for smaller companies, so I imagine that's something I'd have to transition to a mid/large company to find?