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So hiring is pretty hard but I kinda disagree with most of the points there..

* only hire when desperate

Strong talent is so hard to get you should probably always be hiring. If you're hiring too many people your bar is probably too low.

* only hire to keep up with growth

You need to be at least a little preemptive. The hiring process itself can take months, plus the time to train even good new hires is at least a few months, AND you need your most sr. engineers to help interview so that is time they aren't writing features when you're trying to hit that critical milestone.

* Don’t hire someone to do something you’ve not yet figured out

This is probably also a mistake as software engineering has become pretty specialized. Specialized Frontend, Devops, or Data engineers can bang out solutions even a strong generalist would take ten times longer to even approximate (and most likely anything they build will be throw-away). There is huge low hanging fruit in engineering productivity /business value to getting at least a decent 80% solution for most of these areas that it's worth hiring at least one strong specialist to help Shepard development.




> Don’t hire someone to do something you’ve not yet figured out

I think this is not an indictment of hiring for something you do not know how to do, so much as it is of hiring someone before you have a defined job for them to do.

When you’re hiring an engineer, presumably you’ll be placing them onto a team that is responsible for some well-defined part of the stack. So you should know what skills you’re looking for when you’re interviewing. This should make interviewing easier; if you know what capabilities you need a new hire to have, then you know exactly what to test for in new candidates.

(This is yet another reason why generic whiteboard interviews make no sense. They’re optimizing for solving problems that could be wholly unrelated to the problems your company faces on a daily basis. I’m surprised more companies do not give interviews that focus more specifically on their relevant problem domains.)

If you don’t know what the new hire is going to do when he or she starts work, then you have no idea what skills to measure in the interview, and end up settling for the “least common denominator” of whiteboard coding ability.


The Whiteboard is nothing more than a hazing ritual testing marathon runners on their 100-yard dash. As CTO I opted to go for two-pronged:

1) give them a take-home project in an area relating to the position they want to weed out the unqualified.

2) bring them on site and speak with them in persona along with other members of the team they will be joining.

3) Its fairly easy to tell whos a whos an impostor if you are knowledgeable yourself, but a group of engineers can identify a faker fairly quickly.

4) Always consult your team about the new hire and don't make it unilaterally or their failures will reflect on you. Even their success won't make up for it if they turn out to be a nutjob and you vouched for them.


This is good advise when you have a lot of money to spare. Startups sometimes are more strained.


To be clear this advice is for small early stage startups that are pre-product market fit.


In startups, specialised engineer would not necessarily add a good value due to how fast things are changing and mostly lack of proper spec. Specialised engineer can find a good solution with a proper structure which startups lack.




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