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Originally Posted by candybar
I guess what I meant was more that if you hire the best possible people relative to who you are as a company, the assortative nature of hiring is going to ensure that the gap between your own internal top 1% and top 25% is going to be fairly small, unless you're very large and/or at/near the top-tier.
I disagree. Although I guess I’d be curious on people’s actual experiences.
Quote:
Originally Posted by candybar
But I think this was a bad and unnecessary tangent - even conceding that this doesn't matter, empirically, even big tech companies only have use the top of the technical ladder for exceptional cases that are statistically unlikely at small companies. If you take Google and scale it down to, say, a 100-people company, the number of people on the technical ladder at or above director level would be ~0. So while I haven't had good experience with companies trying to use the technical ladder, I think my argument has more to do with how very few companies try to maintain any kind of equivalence between the management ladder and the technical ladder.
Yeah, I definitely don’t think this is something that makes sense at the 100 person company level. Nor even necessarily at the 100 engineer level.
Even at 100 you might have 1-2 people that would fit the role and you probably don’t need formal processes/titles for how you treat them. They’re almost always going to be early employees anyway and probably quite fine without titles as long as they get to be involved.
Quote:
Originally Posted by candybar
Since it's not actually necessary to maintain the technical ladder to retain such exceptional people - you can always just give them management titles and compensation but not management responsibilities, which is what investment banks do for top individual contributors, technical or otherwise - I do believe that much of this is about managing perception, internally and externally.
Yeah, definitely.