What I see when I read a job posting (Part 2)

This is a continuation of going through a Job Posting for a Software Engineer that was posted the first week of August in 2020. We’re continuing our series of going through this job posting and pointing out where it may not be landing as well as recruiters and hiring managers think it is.

Make sure to check out Part 1, where we go through the hook of the job posting, here!

Who We Are-

With an energy that is infectious and a singular dedication to building on our successes, our people have grown our company into one of the world’s leading {redacted to protect identity} with more than {number} points of distribution in more than {number} countries worldwide. The success that we have built from our many years of creating products that people love is something we delight in sharing with our approximately {number} employees. But the best part about working at {redacted} is being associated with well-known brands that people identify with great taste, delicious products and consistent service across the globe.

This is an advertisement.

I’m a millennial – the demographic that’s approaching peak saturation in the workforce. Millennials don’t react well to this. Here’s a Forbes article that goes through some research on how Millenials react to advertising like this: https://www.forbes.com/sites/michaelfertik/2019/02/14/how-to-get-millenials-to-trust-and-respond-to-your-advertising/#4215c5236c81

The key from this article is “Millennials don’t trust advertising, celebrity endorsements or any of the more traditional, one-way communications strategies.”

This paragraph goes from bad to worse when it says “The best part about working at {place} is being associated with well-known brands… “. The best part of working here is I get to wave a flag? An opportunity to hone my craft while providing value to customers and making the world a better place by… no… just waving a flag. Got it. 

With all the polarized, vigorous, and starting-to-be-violent flag-waving in the global context, maybe 2020 isn’t the best time to use “be associated with our brand” to attract talent. 

We are poised for even greater success, and we need enthusiastic people who are looking for career growth at a company that encourages innovation and nurtures entrepreneurial thinking. If you enjoy a fast-paced environment, have a positive attitude, and are looking for a company that invests in its employees then please apply! For more information, please visit { Website URL }

We touched on why the term “fast-paced” makes me nervous in Part 1. A positive attitude is an interesting addition here. I don’t disagree with this but want to know more. This is where one of my interview questions would come from, this statement here. 

How do we learn and get feedback for ourselves, our product, and the company as a whole?

If asking critical questions is not “a positive attitude”, then this is a recipe for trouble. 

Put another way – I absolutely enjoy and think it is ok to expect someone to have a “Let’s do this!” attitude. I think if someone says “Hey manager, our approach is wrong” and the response is “You don’t have a positive attitude” then we have a real problem. 

There’s a really good set of questions, one of which is “does failure cause inquiry”, and I’m trying to find the link to that list. 

In Part 3 we’ll be getting into the actual role description. Up until now, it’s still all the equivalent of an advertisement for the company’s brand.

I think we need to do better.

As stated in the Forbes article, advertising like this doesn’t work anymore. Millennials are too skeptical, and social media for jobs – Glassdoor being one of the most prominent, is going to cross-check any claims made in this part of the job post very quickly. 

Tip: Always write your job posting as if Glassdoor and other reviews were attached to it. 

The Glassdoor review for this particular organization is 3.4 out of 5. The top pro was a benefit for time off, the top con was a lack of upward mobility in the company. 

Let’s combine the Glassdoor comments and the paragraphs above into an amalgam of interpretation: 

“Work in a fast-paced (high stress), positive attitude (you may not be able to question status quo practices) company with a really great brand (which is the best part of your reward for your work, our brand). We expect you to work in your role without expectation of promotion, but you can enjoy some extra time with your family. “

Sounds like I’m assuming a lot of negatives here but if we really boil down the expectations here combined with what the social networks are saying in reviews, this isn’t a great start. 

Stay tuned – we’re going to rewrite this to do better at the end.

What I see when I read a job posting (Part 1)

LinkedIn has continued to send me job alerts. Constantly. Looking at job postings has always been a mixture of emotions for me, ranging from curiosity to repulsion.  Something struck me the other day while looking at these job postings and it made me wonder:

Are we critically missing the mark when it comes to job postings in the technology industry?

So over the next several posts, I’m going to take a job posting that LinkedIn sent me and comment on its parts. At the end of the series, I’m going to rewrite it.

Note: Some parts will be obfuscated to remove specifics that identify the company. 

Location: {Removed. A suburb of a big city.}

Senior C# .Net Back-End Services Developer

Do you want a fast-paced and exciting work environment? Grab a coffee, let’s chat.

So we’re three lines in. Location is becoming less important than timezone as we shift to the realities of remote work, but some people do still want to go into the office. No worries here. The third line is where we already run into some trouble. I’ve seen “fast-paced and exciting” on almost every single job posting and I don’t think we convey what we mean anymore by putting that on here.

Do I want to work somewhere fast-paced? Not if that means frantic. I want to work with a company that has a sustainable pace that is productive and not busy. 

If things are exciting it can be good, bad, or both

Excitement means a peak of emotional and physical demands, and it’s not sustainable. You can’t be fast-paced and excited all the time and expect to be productive. Busy, maybe. But not productive. 

Let’s take a lesson in how demolition teams approach a job

Several years ago I was working at an office complex that was removing shale with demolition charges and the demolition team was on break. I stopped to chat on my way walking back from lunch and remarked that they must have an “exciting” job. I mean, they get to blow stuff up for a living, right?! 

“No way!” they said. “When we set this off it should be pretty underwhelming. If it’s exciting, RUN!”

The philosophy of a demolition team should be applied to our office environment.

“But they work with explosives!” you might say. Yes, and they can hurt someone if things get “exciting”. Likely a bunch of rocks go flying into a car parking lot and a lot of windshields have to be replaced. The rear window of my mother’s station wagon was taken out because of this. Hundreds of car windows were smashed. It was really bad!

Do you know what’s also bad?

A security breach with millions of credit cards exposed due to someone missing something because they had been going full-out for a year in a “fast-paced and exciting environment”. They’re burnt out. In fact, that does more financial damage than taking out hundreds of car windows with a demolition charge gone awry. 

For those curious

the demolition team let us watch the explosion from a safe distance. The entire area being blasted was covered in a giant blanket made from old car tires. You felt the explosion in your feet, and the blanket had a wave ripple through it. A little dust was raised up. That was it. It wasn’t even that loud. 

There’s a lesson here

If your work environment is constantly fast-paced and exciting, then it’s probably scrambling because something is wrong. Work should be productive and fulfilling. That fulfillment is what will excite me.

But exciting because of deadlines and heroics to make those deadlines?

No. That’s just exhausting.

2020 is exhausting enough, thank you.

Photo Credit: Photo by Markus Winkler on Unsplash

Why I’m not looking

I, like many since the COVID-19 pandemic started, was released from my contract in April. I’m not sending resumes out every day to every agile coaching job I see on the market, though. In fact, I am being much more selective in what I am looking for and what I’m doing. It’s not vacation time, either. I’m up every day, working.

What am I up to? 

  • Building this blogging habit. Thanks for joining me, by the way! 
  • I am also figuring out how to edit video and audio in order to launch a video/audio series with one of my colleagues, Tyler Haycraft.
  • I am participating in coding projects where the customer is first and the art of the craft is second.

 But why?

Why am I focusing on blogging, video editing, and seemingly anything but “finding a real job”? Because I’ve spent the last 10 of my 12 years in the industry dealing with situations that put me in dissonance with myself. And after a decade of being quiet, or even passive – I’m sick of it. So I’m going to spend the next several months saying what I have to say, and doing what I want to do. Period. Because It’s time I stop shutting up about it. 

I’ve always used coding and technical practices as a way to do good in the world.

I’m not great at carpentry, metalworking, sewing, drawing, or other maker skills. Code is how I make things. I don’t code just for the sake of coding though. I code for people. I code to solve problems for people. And it’s the moment I see my software solving that problem, and the smile on the face of the person using it, that makes me think all the toil was worth it. 

I adopted agile principles at my core two years into my development career because it made so much sense. It stopped releases from being late because it got rid of big, risky releases. It made us developers constantly talk with the customer so we would do the right thing

Blending my technical skills and my people skills to become what’s been labeled as a “Technical Agile Coach” has always been my superpower, of sorts. 

But looking around…

… a lot of the agile industry has gone away from doing what is right for the customer or the craftspeople. Scrum has come to be a synonym for agile (it isn’t) that gets forced onto teams. SAFe is becoming a synonym for agile at large enterprise companies (it isn’t). If you look, really look inside most corporations, especially in insurance and in finance industries, you can see that we haven’t changed at all. If anything, “Agile transformations” made things worse by wasting millions of dollars and making developers more miserable. 

No more. 

No more scrum mastering just to actually be expected to be a manager’s right hand. No more “Agile transformations” that are actually just big let’s-lay-a-bunch-of-people-off-and-do-more-with-less scams. No more. 

Will I work again?

Absolutely. But I’m not actively looking for 40 hours a week “Agile transformation” positions right now, and that’s because I’m pretty frustrated with my industry. I’m frustrated with what we collectively have done to our own industry. And I want to get back to basics. I’m not sure what the next evolution is for a Developer turned Scrum Master turned Agile Coach, but it’s time to change. 

So what’s next? 

As you might have seen from my first video, Should Agile Coaches be Technical?, I am passionate about coaches having technical skills. I’m not just going to sit here and pontificate on a soapbox about that. I’m going to build some playbooks, some courses, some worksheets, maybe even an app or three, that help agile coaches, coaching software teams, get better at the craft. If that works out, cool. 

I’m also going to keep blogging. I have a lot to say about my time working in this industry and it’s time I uncorked this bottle.

What I will probably do is talk with my network and, if the connection is right, do some non-transformation team level coaching, part-time. Teams that just want to get s#!t done but need an extra perspective. No SAFe, Scrum, or other framework BS. Just a radical focus on the customer and the team. 

If none of this works out, I’m sailing away. You might find me on an island near the equator sipping something blue from a coconut.

Photo Credit: My lovely wife, Victoria Studley

A visual aid to Lead Time and Cycle Time

I’ve noticed that there is a lot of confusion in our industry on the subject of Cycle Time and Lead Time, so I made a visual diagram that should help clarify things a bit. 

Both of these times are lagging indicator metrics that measure how long it takes for a feature to go from one part of a value stream to the other. Here’s the basic break down of the two: 

Lead Time: The time from when a customer asks for a feature to the time a customer receives that feature in production. 

Cycle Time: The time from when the development team/makers start work to when they finish that work. 

The Visual:

Note: You may have non-development activities that occur after development is complete, and this is part of lead time but not cycle time. An example of this: Organizational Change Management activities that are happening after development.

Why is this important?

A perfect scrum team doing 2-week iterations will start work and then finish it in 2 weeks’ time. So, a perfect scrum team’s Cycle time is two weeks. But… when did the customer ask for that feature? When did they actually get it? Did we release the feature the same day we finished it? Or did it wait for a release, or the end of the Product Increment (PI in SAFe land)? 

The lead time might be a lot longer than two weeks. And it doesn’t matter how fast your cycle time is if the lead time is still too slow. That’s why knowing and tracking both numbers is critical to help inform your team’s continuous improvement efforts. 

Post in the comments below – do you know what your lead time is from your customer’s perspective?