511–520 of 803 posts
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Completely agree, it should always be team first.
Now I will admit there are exceptions, if helping a junior (or senior : ) takes up your whole day (aside from just helping them get things up and running the first time) unless told to help them 'get it done' by upper management you might want to back off and let them get burned a little bit while you get your own work done.
There were never any junior dev jobs. You have always had to lie, cheat, and steal your way into the field. I have a buddy who legit cheated his way to the top Magento certification and now cycles through $150k+ jobs where they keep him on long enough to realize he doesn't have any coding skills then they fire him. Reason is software is always an ancillary concern to the business. You see this in other fields, like s…
Especially the non-technical people at the places had really unrealistic understandings of IT and DEV in particular to a degree that tech colleagues thought everybody in MGMT must be completely stupid or insane. After having left these places after some time it's just funny.
And yes, for many non-tech people hiring Junior devs is no option in my experience. No idea what these people think, but maybe this is then changing as tech becomes more relevant.. ;)
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> accountants leave school fully capable of employment Well, fully capable of entry-level employment. Anyone who graduates from a reputable school with a Comp. Sci. or InfoSys type of major is also fully capable of entry-level employment. Accountants aren't really capable of anything but grunt work until they pass the CPA which normally is after several years of grunt work and additional learning and study. Programme…
> Anyone who graduates from a reputable school with a Comp. Sci. or InfoSys type of major is also fully capable of entry-level employment. No, they're really not, for at least a year. It takes at least that long for most new graduates to get over the hump and learn enough of the practical skills and industry practices that their university left them woefully ignorant of, so that they can start being marginally useful…
Can you define "real work"?
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This is the answer, but they just won't listen. Management at so many firms have convinced themselves that developers leave because of all these magical reasons that aren't either 1) they're dissatisfied with their pay and you're not listening 2) they're dissatisfied with their working conditions (bullpens or open offices anyone?) so they'll never keep their best people and they'll never learn.
That's because fixing 1 and 2 are really expensive. On top of that, the further removed someone is from the work being done, the more they want people to look "busy". I got moved from a desk in in a dead end office with to a desk in a bullpen so that I could be "closer to the people who I work with." My performance fell off a cliff. People would stop by all the time to check up on things, there was always a conversat…
Why is this so common? What kind of brain dead morons are becoming managers?
Why do they even become managers if they don't want to manage. At my firm, it was the same. Some people were automatic fits and managed to do fine. The others were left to fend for themselves. No mentorship, no management, nothing.
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Dunning-Kruger called, they want their overblown ego steamroller back.
People get better with practice. So, yes senior developers tend to be significantly faster coders. It's not that they do everything faster, but by getting better at the hard parts they finish complex tasks vastly more quickly. PS: Most people have never worked closely with someone with 25+ years of experience, but the difference is staggering.
It was staggering how they had managed to survive for 25+ years. Every person is different.
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> This is the answer, but they just won't listen Is there a counterfactual? A company with a strong culture of promoting from within that outperforms as a likely result of this attribute?
In my experience promoting from within is still insufficient. Getting a promotion means maybe a 10% raise. Quitting means a 50-100% raise. I've got a guy on my team in a junior-ish position making 80 who is about to leave to make 160. There's no promotion path in the company to get that kind of raise over night.
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Perpetually flawed. No matter how much resources you throw at fixing it.
There's a huge difference between "no system is perfect" and "the dominant process for development work in our industry completely ignores work that nurtures employees into being better employees."
A hypothesis for part of the problem that I've scrolled through most of this conversation and still not seen: Junior developers are having a hard time finding a job because the tasks have gotten harder . As easy as people may claim "cloud" is, if a junior developer has to learn the three Javascript libraries, two backend languages, a devops cloud deployment system, and three monitoring technologies just to be able to…
300 $ / hour ? 300 * 8 * 5 * 20 -> 240K$ per month ? It seems far too much. This might be why they can't afford junior developer.
My working career is only a couple years old at this point so I'm more junior but in both of those years I can point to contributions that were worth more than 600k to the company. That being said, I personally don't even make a third of that $300/hour. But that's the whole reason a company decides to hire you -- they think you'll make them more money than you'll cost.
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Perpetually flawed. No matter how much resources you throw at fixing it.
There's a huge difference between "no system is perfect" and "the dominant process for development work in our industry completely ignores work that nurtures employees into being better employees."
Nurturing employees, and indeed software quality, is the product of company and team culture.
The development process is concrete (and “SMART”), so that’s what many managers focus on. The cultural aspects are more nebulous, so they are ignored.