Why is it so hard to hire a software engineer/ Introduction of Engineer

 Introduction of Engineer

 Engineer

 

Engineers become engineers because they like to solve problems. If you look at a lot of tech startups, they almost always have a technical co-founder, and that person usually comes up with the idea because they want to solve a problem and do it with software, and they have the skills to build it . So they start writing code and building something, be it a mobile app or a web app.

 Building a product takes a lot of work, and building a company is even more difficult. Because you’re working hard to gain traction with your customers, product engineers want to keep moving forward and building more features. Sometimes this is because a feature has never been done before and is difficult to build, therefore a problem that is fun to work with and solve. Once the problem is solved and the feature brought up, the engineer then wants to move on to the next problem.

 One of the biggest challenges I faced while working internally as a growth person was working with engineers who didn’t want to work on growth initiatives. For the most part, they’ve been hired to build new product features and that excites them, won’t go back and refactor. In my experience, most product engineers hate going back to refactor features they worked on before, because the next new feature is much more interesting to build than running tests and optimizing what you’ve already built to make it work better. The thinking is “The feature is there, now it’s up to the user to figure it out”, which from my product and growth perspective is driving me crazy. But, as a semi-technical founder myself, I understand this very well. I’ve built Credo almost completely myself, and once I launch a new page or a new feature, I don’t want to go back and change it all the time; I’d rather move on to a new feature that I think will move the needle. Why Growth Engineers Are Different

Growth engineers must be different from product engineers. While product engineers are expected to build on what their customers need (which product managers or researchers who do customer research typically study to identify pain points), growth engineers should be driven by metrics.

 The tasks that growth engineers perform are usually driven by a PM or growth marketer whose job involves closely monitoring metrics, understanding what’s driving the needle for the business, and then making hypotheses around why the metrics aren’t where they should be and how to get them there. . The process looks like this: Growth PM is responsible for setting common business and financial goals. They have current metrics. Then they hypothesize why the current metrics are not meeting the stated goals. They then design new tests and work with growth engineers to implement them. When they are released to the public, their growth PM or team then measures the effectiveness of the new test. They compare it to a goal and the process is iterative.This process would drive normal product engineers crazy. Why would you build something that might not give you the results you need? My answer as a growth person (can you say I have dueling minds all the time when I’m building a company?) is that we don’t know what’s going to work. We can only come up with informed hypotheses and let the data tell us what works. Since businesses have to balance both new features (which are VERY important. Please don’t think I’m following them at all. I love new features and so do customers) and optimizing existing features, I believe every business needs to have someone dedicated to feature optimization on an ongoing basis. continuously to achieve the required metrics:

Traits of a Great Growth Engineer

Now let’s talk about the traits of a growth engineer. I’ve had the pleasure of being an integral part of hiring five growth engineers in my last role, and later as I work for other brands I’m also able to interact with many more engineers who have to straddle product and growth initiatives. These are the traits I look for in a growth engineer, or that engineers who work on growth initiatives and are happy tend to have:

Very collaborative

Growth engineers are collaborative. Instead of seeing themselves as product managers as well as engineers, they see their function as a supporting role that supports the business. While they have excellent input on how something should be built, or what needs to be built before they can tackle the growth features, they also appreciate what growth people bring and their metrics-driven mindset. The best growth engineers I’ve worked with are also creative and help hypothesize why something might not work.

Happy with iteration<

Growth engineers derive joy from gradually moving the needle and working toward certain metric goals. This goes hand in hand with collaboration, as iterating over features requires quick ideas, creation, testing, and customization.

Such a variation in what they do

This is a trait that product and growth engineers sometimes have. Because growth can occur in many places across products and the fastest-growing companies develop high-speed testing cultures that allow them to test many things all the time, growth engineers should enjoy working on many different projects at once.

Not afraid to tackle new parts of the codebase

Along with variety, growth engineers must always be curious. Instead of worrying about tackling new areas of the codebase, they should be passionate about the discovery part. And because real growth in tech companies comes from using technology in new ways, they also have to be creative. Don’t know how to use Twilio? No problem, they are eager to learn. No Stripe API experience? Not a problem.

Manage expectations well

The last trait I see necessary in a growth engineer is the ability to properly manage stakeholder expectations. For the most part, this revolves around the job of scoping and keeping their growth partners in the loop about issues they are having that could cause testing of new features to be delayed. They ask questions if they are elements and also tell their growth partners when changing requirements will make the feature take a long time. Ideally, they will also think of creative alternatives that can speed up the development process.

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What do you think? Are you an engineer who loves working on product features but also has to work on growth? Are you a business owner frustrated by engineers not wanting to go back and fix? Or are you a growing person struggling to hire the right engineers to work on your project? I want to hear your comments; Let’s start the revolution!

 

Why
is it so hard to hire a software engineer?

 

Hi Fams, if usually Hemera will
review digital talent, especially competence, this time Hemera will try to
bring a new perspective regarding the difficulty of recruiting Software
Engineers in Indonesia. We take this review from  Ariya Hidayat  ‘s writing which is
also in the medium!

Bland and Boring

If Mr. Affandi, the famous Indonesian painter, was still alive
and then you came to him, “Sir, can you please make me a painting of a
beautiful landscape. Mountains, rice fields, ridge roads, and bright blue
skies ”. Even if the pay is commensurate, chances are he won’t be
interested at all.

Many forget that being a software engineer (and also a hardware
engineer) is a creative job. Indeed, literally is an engineering
activity. But basically, it’s normal to also involve the creative aspect
here and there. As a result, like other creative jobs, it is not tempting
if the job offers are the same, similar, 11–12, or even exactly the same as
dozens of other vacancies.

Drowning in the middle of the ocean of lockers (= job
vacancies). Don’t stand out, said the slang. Pay attention to the
following lockers. Of course this is a fictitious example, but it is very
similar to real lockers that are influenced by the same rules, spread across
various forums, from Instagram to Telegram.

There is not the slightest uniqueness. Boring. It’s
like reading a mini ad in an old newspaper. The list of requirements seems
to be copied from another locker.

Team players. It’s clear! Which company would want to
find a selfish solo worker.

Able to work under pressure. What can be
tempting? Even make the candidate ilfil.

Salary is negotiable. Among job seekers, this is a special
code. Meaning: low salary. Why not just list the range? After
all, why negotiate? Is this engineer told to apply for a job or practice
freeing hostages from terrorists?

Antoine de Saint-Exupéry, penulis novel Le
Petit Prince pernah berujar:



If you want to build a
ship, don’t drum up the men to gather wood, divide the work and give orders.
Instead, teach them to yearn for the vast and endless sea.

If it is translated to the matter of recruiting engineers, don’t
list things that must be done and become responsibilities. Just sell
“dreams”, of course in a positive context.
Tell the beauty, splendor, charm, and awesomeness of the product being
built. Include also the benefits and benefits for the general public.

Touch the emotional side of the candidate. Awaken their
dreams to successfully navigate the ocean of technology.

“PT Perabot Quality Wahid is looking
for a mobile engineer to design and launch a revolutionary application that
opens access to cafe owners, office managers, employees (especially those who
are WFH), students, housewives, and various other users, to be able to design,
configure, and order all kinds of furniture/furniture/furniture directly
online! From comfy sofas to gaming chairs. Kitchen shelves and bookshelves. Cool
chairs to hang out and have coffee, or for children’s study. Order a new
sofa while lying on the current one. Designing furniture from
mobile? No problem (as long as iOS or Android, sorry
Blackberry). Prefer to use Virtual Reality (VR)? Can also! With
a complete & comprehensive system integration (mobile, front-end, back-end,
supply chain, production, delivery), users are guaranteed to be satisfied
because of high efficiency, quality soaring, and very competitive
prices. Hurry up and join our team! Let’s together empower creative
workers and local carpenters, move the domestic furniture industry, and raise
our beloved Indonesia from the economic recession!”

Come on, who wants to try out a locker model like the one above?

Hunting the Demigods

The second obstacle that often interferes with the process of
recruiting engineers is that the requirements (requirements, as technology
players say) are magical and impossible to achieve.


DevOps vacancies are looking for 10 years of experience using Kubernetes. How
do you do that? Kubernetes itself was only launched in 2014.

There are those who want to make Android and iOS applications with React Native
but want a React Native expert at least 5 years. Even though React
Native’s age is also about that. You know, do you really want to find the
Facebook engineers who gave birth to React Native?

In other cases, what makes no sense is because the candidate you
are looking for must be good at everything, from front-end, back-end, database,
sysadmin, cloud, and a myriad of other technologies. In fact, even though
a Gundala or a Goddess of Fire can be considered as powerful beings, their
superhero abilities still have limits.

Superhero lockers with no morals like this will also damage the
company’s reputation. For job seekers, inconsequences like this indicate
that the company that offers the job is perfunctory. Haven’t started work
yet, what about when you have a contract? Then how about the discussion
about performance reviews?

To avoid unreasonable job vacancies (as well as avoiding the
possibility of being criticized by netizens), make sure the locker posts that
you want to distribute have been reviewed and reviewed many times. If
necessary, also ask the existing engineering team to help analyze and provide
feedback. Measure twice, cut once!

Inaccurate Investigation

Who doesn’t like perched at a roadside diner with the legendary
pecel catfish banner? But of course, if you want to order, don’t ask for
other menus such as sushi, bibimbap, and dumplings. That’s the name of the
shop!

Want to find a front-end hero? Or Android
programmers? Or the one whose daily toy is Kubernetes? Please, please
track and study where the place to play and hang out is, both physical and
virtual, the people they are looking for. If without investigation, you
continue to spam dozens of Whatsapp groups, including family groups, let alone
backbiting groups, obviously the results will be zero. Again wrong
location!

I once listened to a friend’s complaint. He initially
worked at Google, then decided to leave and build a start-up
(startup). After getting a fat disbursement of funds, he immediately along
with the other cofounders scrambled to recruit. He uses the same tactics
and methodologies he learned during his time at Google. As a result, it
failed miserably!

Because the filter is Google-style, it is clear that the
recruited candidates (either via LinkedIn or other connections) are also
conducting interviews in parallel with Google (or similar large companies). This
creates a very tough competition, because instinctively, these candidates tend
to choose to go to Google rather than to small startups that are still unclear.


This story is not unique. I don’t know how many times I’ve heard the
confusion of startup founders who find it hard to compete with Unicorns when
they are hunting for talent. It’s definitely hard if a startup that is
still small chooses to play in the Unicorn war game. Wrong
battlefield! Lose big, lose money, and lose prestige. The
end? Lose the bid too.

Once my friend changed tactics, then the solution was found. He
immediately diligently attended hundreds of meetups, a place for developers to
gather after working hours. From the discussions during the socialization
of the meetup, quite a few prospective candidates were hooked up to be thrown
into the interview process. After all, where did Google recruiters catch
up with the engineers who gathered at the meetup. Thus, competition with
Google can be avoided.


The funny thing is, for us, this is a familiar lesson. From the time of
the Great Commander General Sudirman, we have also understood that if you are
only armed with pointed bamboo, then you should not engage in a frontal war on
the battlefield against opponents equipped with machine guns. By
definition, it seeks matchless silliness. What to do? Use guerrilla
tactics!

There is another similar strategy by another
friend. Instead, he searches the GitHub accounts of volunteer projects in
the open-source ecosystem he uses at his startup. From there, a number of
quality candidates have been identified whose hands are
unquestionable. Taking on players who are in the open-source world is now
one of the front lines of recruitment, especially for small startups.

Bright Horizon

Indonesia is a big country. Its brilliance in the future
will depend on how we embrace human resources who will nurture and grow the
glory of mastering technology. Avoid job vacancies that only invite
drowsiness. Present a real challenge. Stop chasing rockstars, ninjas
and superheroes. Look for people full of ambitious potential to continue
to be forged. Understand fighting tactics. Agility and agility can be
the main moves.

Let’s print millions of future engineers
who are skilled, capable, and have character!

If you run a software business, you
are an engineer yourself or have hired engineers. While hiring engineers can be
challenging for a variety of reasons (lots of options for them for jobs, salary
requirements, etc), I think there are some common mistakes made when hiring engineers
that when corrected can help us hire better.

 

When I was at HotPads, we hired a
four-person growth engineering team. This team sits on the regular product
engineering team, but the team’s focus is on working on the growth initiatives
coming from my team – SEO, email and content initiatives.

 Hiring a growth team is a bit of a
gamble, although we’ve seen the model work at other companies, and negotiations
between team heads are needed to ensure that growth engineers will integrate
with the rest of the engineering organization so that their code is properly
reviewed and everything we do fits into the overall product vision. whole. I’m
not saying we did it perfectly, but the results speak for themselves.Chart via
SEMrush

 

Today I want to talk about hiring
growth engineers. First, we’ll talk about the characteristics of a product
engineer, then why a growth engineer is different, and finally what traits to
look for when you’re hiring a team of growth engineers. You may also be asking
yourself why I am writing this post here on Credo. Well, I fully believe that
one of the reasons why businesses don’t work with agencies is because they are
not set up for success. No resources to implement audit recommendations,
execute content and whatever else is required. While some agencies can do a lot
for you, there is always an investment required for a business to get things
done in the end.

 Table of contents

 

1)Typical Product Engineer

2)Why Growth Engineers Are Different

3)Traits of a Great Growth Engineer

4)Very collaborative

5)Happy with iteration<

6)Such a variation in what they do

7)Not afraid to tackle new parts of
the codebase

8)Manage expectations well

9)Typical Product Engineer

 

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