I wrote a blog post on what I think it means to be a distinguished engineer or technical fellow. https://blog.jessfraz.com/post/defining-a-distinguished-enginner/ …
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Replying to @jessfraz
Great post! I wrote this some time ago and I need to tweak it: https://www.linkedin.com/pulse/five-meditations-promotions-dangerous-anarchists-colm-maccárthaigh/ … Point 5 is my "solution" to the dipshit problem. If there are dipshits, and subjectively there will be, then that makes levels-as-ranks bullshit, so decide for yourself what level to be at..
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“do we really even need any of it? (answer: yes)” - I’m not convinced job levels are needed, in either big or small companies. We were 11 ppl in my last team at Amazon (4 L6, 5 L5, 2 L4) and I’m pretty certain our work wouldn’t have been any different if job levels didn’t exist.
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Replying to @dvassallo @jessfraz
I felt the same and dug into this! I spoke to people who were at Amazon when levels were introduced, people who work at Valve which is famously "flat", and to HR people at Zappos when they introduced the holocracy. I'll try to summarise what I found ...
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no-one who'd been around a long time, or was s-team level, seemed to particularly tied to the level system. After all they were fine with the Zappos upheaval, and there've been lots of (careful) experiments in the hiring and promotions processes. It's not institutional.
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but I found out over and over from HR that it's really really hard to get employment visas or to fire people for non-performance, if you don't have very clear written down requirements and expectations for job roles.
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and then it also seemed that at valve and Zappos, hierarchies emerge regardless, and as crude as a systematic levelling system is, it is better than pure popularity contests and informal groupings.
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