Matt Mullenweg, the CEO, just posted these new ads showing some of the work that has been done so far:
Roughly 70% of tech companies have programs to encourage referrals and most importantly, referrals account for up to 50% of new hires in the US.
Unfortunately, an employee being asked to refer someone for a given position will almost always go for somebody who shares the same social capital: skills, tastes, posture, clothing, mannerisms, material belongings, credentials, degree etc.
I’ve had seven tech jobs. I got three of them as a referral from an existing employee. Importantly, those three jobs also accounted for the bulk of my professional growth. Furthermore, for the second and third jobs in that list I was referred by my network from my first referred job.
I got the best jobs of my career because I knew someone who worked at the company. Someone who was like me.
That doesn’t mean I didn’t deserve the job, wasn’t qualified for it or anything. But it’s useful to remember that someone without the same networks as me would find it difficult to compete with me for those jobs. At a macro level it means access consolidates around similar people. That’s a problem for companies, since diversity is good for business.
Referrals are cheaper and more successful than less targeted funnels. Referral bonuses seem like a decent thing too. A referral bonus is also a good answer to the question “if you’re paying that recruiter to hire people, why should I do their job for free?” I’ve earned a few referral bonuses over the years and I’ve known a couple of people who turned referral bonuses into a second income stream.
That post I linked glosses over another piece of referrals. When you are interviewing for a job, you are also interviewing the company to see if you want to work there. Tech workers are in a tight labor market (for now). Employers have a tough time finding talent. A large part of the reason I switched to the jobs at which I knew people is because I had social proof that they were good jobs.
I only switched jobs because people I trust told me it was a good place to work.
If referral programs are successful, if they make hiring more efficient, and if they benefit workers, then what is the problem? This could be a reminder that “what you measure, you improve” is both a promise and a warning. Changing the metrics of success changes all of that. However, employee retention and success are easier to track than the innovation benefits of diversity. One of my takeaways from Deep Work was “The Principle of Least Resistance:”
In a business setting, without clear feedback on the impact of various behaviors to the bottom line, we will tend toward behaviors that are easiest in the moment.
So what is the answer for companies? How do they fill that funnel while still convincing experienced talent to work there? I don’t really know, sorry. I know there are people who think about this deeply. If you know who they are please point me in their direction.
I do know that diverse workforces attract diversity. Knowing that there are people like you is reassuring for people, including me. Getting to a workforce where there are “people like you” (along whatever axis you’re considering) for candidates is the sticky wicket.
It’s not like there were no hurdles in getting those jobs, but it’s valuable to remember that a hurdle doesn’t prove an even playing field. What I can say is that when you are unpacking things like privilege and diversity, I think it’s important to ask “Well… how did I get here?“
Studies of leaders often focus on their style or charisma, but we wanted to look at how workers are affected by their boss’s technical competence. That is, is the boss is a real expert in the core business of the organization? How much expertise does he or she have? Boss competence is, admittedly, a multifaceted concept. Hence we measured it in three different ways:
- Whether the supervisor could, if necessary, do the employee’s job.
- Whether the supervisor worked his or her way up inside the company.
- The supervisor’s level of technical competence as assessed by a worker.
Using these three measures of supervisor competence, we found that employees are far happier when they are led by people with deep expertise in the core activity of the business. This suggests that received wisdom about what makes a good boss may need some rethinking. It’s not uncommon to hear people assert that it’s a bad idea to promote an engineer to lead other engineers, or an editor to lead other editors. A good manager doesn’t need technical expertise, this argument goes, but rather, a mix of qualities like charisma, organizational skills, and emotional intelligence. Those qualities do matter, but what our research suggests is that the oft-overlooked quality of having technical expertise also matters enormously.
I have mostly worked with technical leaders. I’ve found that the more aligned my job is with their experience and the core business, the happier I am.
The lesson seems to be to actively grow leaders in your core business area. And, if you want to change your core business area, to devote time towards growing leaders in that new area.
Mythical Man Month draws an interesting lesson from this idea:
I have earlier argued that the sheer number of minds to be coordinated affects the cost of the effort, for a major part of the cost is communication and correcting the ill effects of miscommunication (system debugging). This, too, suggests that one wants the system to be built by as few minds as possible.
The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.
Brooks goes on to conclude that is not realistic, and the real solution is to break up systems to reduce communication overhead. But, when they read “put the managers back to programming,” I know some pretty great leaders who get excited at the prospect.
My pal Cal wrote up a good piece on finding your super powers.
Once you are able to see yourself through this new lens, you will start to pick up on things you do that others don’t. Sometimes it’s subtle. Sometimes it comes from the Thank You’s of others. Sometimes it will slap you in the face! When you realize what your Super Powers are, you will feel like Superman when he realized he could fly… and shoot fricken lasers out of his eyeballs!
In my experience, I’ve been most successful when I play to my super powers and surround myself with people who can protect me from my (many) Kryptonites.
I got excited about working at Automattic (or “a8c” as in an “a” followed by 8 letters followed by “c”) after talking with my once-and-future coworker Drew. Drew joined a8c last year and we were talking about how I love open source and the open web. He pointed out that a8c was all of those things and I should really look at signing on. The only hurdle was the hiring process.
Automattic’s hiring process is well documented (hn discussion) but appears to have evolved since that was written. My own process was résumé, then chat on Slack, then code test, then paid trial project, then a chat with Matt Mullenweg on Slack. Happily, that resulted in an offer and here I am.
The trial project is a great way to get to know how the company works, so you can get a feel for if this is really a place you want to work. Remember – interviews should be as much about finding out if you want to work there as a company finding out if they want you to work. Both parties are taking a risk with an accepted job offer. A trial project adds a lot of information which removes risk.
I don’t know if the support rotation would work at other companies but it’s been a better on-boarding than I’ve experienced anywhere else. It might only work because WordPress is already familiar to new hires, unlike the financial services companies I’ve worked at in the past. It might be the culture of using internal blogs and chat so that there is a ton of searchable documentation. There’s also a tech talent war. I wonder if other companies would be able to hire if they said that you’d start off doing front-line support (and I wonder how many big egos a8c has avoided by warning new hires they’ll have to do front-line support).
I’m really excited to be working at a fully distributed company and at a place that believes in making the web a better place.
We are facing the decimation of entire small town economies, a disruption the likes of which we haven’t seen since the construction of the interstate highway system itself bypassed entire towns. If you think this may be a bit of hyperbole… let me back up a bit and start with this: