> First: we no longer trust the hiring manager alone, because probably they aren't a strong developer. We instead trust strong developers that are well trained at evaluating good devs. At the same time, we don't want to thrust a dev onto a hiring manager, so they also need to interview you too and have a say.
We decided to ignore this protocol and hired a senior lever manager from IBM. After the next two years, we had an IBM fiefdom. This person hired his IBM buddies, who hired their own IBM talent.
None of these people accepted our culture. It reflected in the organization’s output. Turns out, when you bring in people from these legacy companies where people seemingly coast by and don’t actually produce out, and you have little oversight on what they actually output, it just turns into an inefficient and ineffective mess.
This went on for a while until the entire org was gutted with over half the people fired.
We decided to ignore this protocol and hired a senior lever manager from IBM. After the next two years, we had an IBM fiefdom. This person hired his IBM buddies, who hired their own IBM talent.
None of these people accepted our culture. It reflected in the organization’s output. Turns out, when you bring in people from these legacy companies where people seemingly coast by and don’t actually produce out, and you have little oversight on what they actually output, it just turns into an inefficient and ineffective mess.
This went on for a while until the entire org was gutted with over half the people fired.