Disclaimer at the top: Raylene, who wrote this guide, ran our entire engineering org for years. I've got a commit bit, but engineering is not my primary job anymore, so I'm more of a consumer than producer of that org and its output. So consider these personal opinions.
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(If you want engineers to program and mentor but only score/promote/etc them based on story points per quarter then you will experience a persistent shortage of great mentors. So that expectation is on a written rubric, which are broadly available.)
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(This also lets folks at higher levels of seniority specialize a bit in where they get leverage, whether that's bringing projects in, improving technical practices across broad swathes of the org, mentoring, producing broadly useful artifacts, moving industry forward, etc.)
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I have very strong opinions about engineering hiring, which is unsurprising given that I ran a company about it. I think the single biggest improvement most companies could make, tomorrow, is writing a rubric for interviews and then grading against it. IRL example in the guide.
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I'd encourage you to read the rest of the guide. If this broadly sounds like an engineering culture which is interesting, we are hiring *a lot of people*.https://stripe.com/jobs
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Incidentally, we're going to be doing another few remote coffee events where you can meet Stripe engineers & EMs, ask questions, and hear about specific projects on teams that are hiring. Watch this or other spaces for dates and how to sign up.
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