They are some unspoken rules in the industry that no one explains to you when you start a job. Knowing them could kickstart your career and put you on the path to success. Top performers on every team usually do these things, but they don’t realize their importance in their success.
I don't necessarily agree with your observation. The issue here is that companies like Facebook hire a ton of entry-level (E3) engineers each year that come from their intern pool. Although many of them get promoted, not everyone can pass the bar. The need for more senior engineers is persistent in the company. Another thing to mention is that typically there is no headcount for E3 engineers at Facebook (besides returning interns) for external hires.
Not sure the source of downvotes, what you are saying seems true. From my experience they will generally not even interview a new grad who has experience for E3 jobs with an internal referal.
What do you mean "pass the bar"? Promotion is a process of supporting and grooming someone for advancement once they have been selected by the promoter. There is no bar to pass.
What companies do you know work this way? Most of the FAANG companies I know only promote you once they think you’ve met that level of proficiency (not to groom you into the position later)
On your second point, that's the reality for many established tech companies. I know many solid senior engineers that can't pass the entrance bar to FANG. That doesn't mean that they are "bad" engineers. Overall I think you can replace Facebook with Google/Apple/Microsoft/Netflix/... in the blog post and the end result would be the same.
I worked at a company, not a FANG, but had interviews like a FANG. We had a solid team. But some of us believed we wouldn't be able to pass our own interviews.
isn't this what's happening at FANG companies: the gatekeepers (i.e. people giving interviews) have an incentive to not let people in too easily? This limits the pool of employees, and since what's rare is expensive, makes insiders more valuable?
Also at FANG companies, interviewing feels (to me) like hazing that is unrelated to what the day-to-day job will be like. Some interviewers I had obviously had a very high opinion of themselves..
Our incentive is not (as you imply) a selfish desire to enrich ourselves though artificial scarcity, but rather the knowledge that a weak team member hurts everyone and is hard to get rid of. At my firm we have the explicit goal of hiring people who are better than half the developers at similar level. A little math will show you that if you do not do this, your average talent level goes down over time.
Oh I wasn't thinking of selfishness in this situation (I didn't use that word, but i was thinking of how purely rational economic actors would act), merely that there is a subconscious incentive to act one way.
Of course you are right, interviews serve as a filter, one wants the newcomer to increase the output of the team, not decrease it ;-)
Another issue is that hiring is expensive and FANG companies have a ton of applicants. Raising the bar on algorithmic interview performance is a straightforward way to filter applicants that is relevant to job performance. After the initial screen it's still hard to make the case to hire a smart engineer if one or two of the interviewers have concerns about their interview performance.
I think there's a natural desire to want to hire people who are better than you are. Sprinkle in a little dunning kruger effect and I can see how a good team can end up feeling like that.
These days I honestly think that a developer who is marginally above average but plays well as part of the team is much more valuable than someone super smart who isn't a team player. We rarely need to solve complex algorithmic problems these days, just plug some components together and work out why they aren't working.
I have not seen any interview problems where you have to debug an issue having limited information as often is the case in embedded systems. You have a set of logs and the source code to look at. The description of the problem is "X doesn't work" where X is some protocol or procedure. This is something that took me a lot of time to become good at (to not freak out, but to be systematic).
I think this is a bad comparison. Yep, if I repaint Starry Night, I will not be Van Gogh; but the case here is different. dcurtis' idea was public influencing. The idea was a blogging paradigm which would effect the writing approaches of the people. It was a great idea, but it's different from a personnal artwork. It has a broader domain than it. I think the society is allowed to use the idea. I agree, perhaps obtvse creator could do a little innovation and use a little different CSS and HTML design.
But what if a young startup company want to use this approach. consider a programming team which its developers are not in the same level of expertise and ability. Is it possible for this team that the manager rotate among team members? Doesn't it lower the performance of the members and the self-management of total team?
