Apera AI’s Post

#hiring Advance Lead Engineer- Product Definition, Cincinnati, United States, fulltime #jobs #jobseekers #careers #Cincinnatijobs #Ohiojobs Apply: https://lnkd.in/g36hHnEK Job Description Summary Activities contributing to the design and development of products, solutions and systems. Includes activities linked to technical improvement of existing products and components Responsible for departmental operations planning/execution or is focused on execution of professional activities within a technical discipline. Functions with some autonomy but guided by established policies or review of end results. The job allows modification of procedures and practices covering work as long as the end results meet standards of acceptability

Genuinely recommend this organization. If it's "harder" for larger organizations to improve work by respecting humanity, Nestlé Purina North America sure doesn't show it. One of the few companies that I'd truly recommend for your own growth and joy at work. #continuousimprovement #engineering #respecthumanity #improvework #consciousleadership #cpg #manufacturingexcellence #openjobs

Check out the latest press release on our hiring efforts to find great engineering talent. If that's you or you know someone, check out invent.ge/engineering

Check out the latest press release on our hiring efforts to find great engineering talent. If that's you or you know someone, check out invent.ge/engineering

Check out the latest press release on our hiring efforts to find great engineering talent. If that's you or you know someone, check out invent.ge/engineering

Should an Engineering Manager be hands-on? I have come across many opinions on this topic. I recently hired an Engineering Manager who was required to be hands-on while managing a team of 10 ICs. To me, this is not feasible. IC engineers would likely suffer in this setup because they would not be given the focus they need to help them with their career development. The common theme I encounter is that engineering managers require a technical background, without a doubt. However, most engineering managers should NOT be hands-on as this can divert attention away from the primary goal of a manager: increasing the team's focus to produce better work. As a manager, you can measure your success by how well your team can operate when you are not there. 

Engineering leaders that want their teams to move faster or produce better results should do one specific activity - invest 2-3 weeks with your team time tracking each day and then do a retrospective: 1 - How much time was spent in meetings vs value-added engineering work? (Equally important to define what constitutes the latter!)  2 - How many hours of meetings should have been skipped? Make a guess before you collate the results 🙂 I bet you’ll be surprised. Before you go hiring more people or cost cutting - kill more meetings! Folks that aren’t familiar with Dovetail Product Development may doubt that the value is worth the cost. Yes - we do have best practices, experienced engineers, and specific tools and know how to amplify the effectivity of our work. But even more fundamentally, our team is spending just under 90% of their time focused on engineering, building or testing hardware and doing so in large blocks of time. How do we know? We’ve tracked all our time spent the last 8 months. And we know we win in this category. Plus - why are great engineers talking to us about joining? Because we are hiring great engineers to do engineering 🤯

As an Engineering Manager, hiring is a crucial responsibility. Understanding the organization's roadmap and periodically assessing the team's bandwidth are essential to give the engineering team a load expectation for the near future. Planning is necessary to avoid overloading our engineers. When I interview an engineer to join my team, I look for specific signals that indicate they are a good fit: - Skills (top priority, no compromise, not aggressive on specific programming languages) - Reliability (delivering on complex, high-priority items) - Teachability (ability to accept feedback and quickly learn new domains) - Learning pattern (proactivity in learning the ecosystem and technology) - Collaboration (ability to collaborate within and across teams) - Manage ambiguity (effectiveness in managing unclear requirements) - Get things done attitude with accountability. I direct my questions in a way that explains the specific situation the candidate has faced as it holds more weightage than abstract project-level responses. What strategies do you use when hiring for your team? Share them in the comments below. Follow Seetharaman GR to know more on my engineering leadership experience. I'm hiring for my team, apply for the jobs here https://lnkd.in/gEfF93Nr #hiring #engineeringleadership #engineeringmanager #interviewskills #buildingteams

As an engineering executive, it's easy to get caught up in the day-to-day operations of the company. But ask yourself this: Are you focusing on the right things? If you're not actively working to improve the company's engineering best practices, then you're not doing your job. Here are some ways you can improve your focus: - Prioritize time for team growth - Set clear objectives and goals - Encourage and listen to feedback - Invest in technology and innovation - Hire top-tier talent and be a mentor Don't get bogged down in the small details. Focus on what truly matters and watch your company's engineering team thrive.

How to stand out as an Engineering Manager or Director: - Experience integrating best-in-class engineering teams and processes. - Demonstrate how you translate business/product requirements into actionable engineering tasks. - Ability to manage upwards, sideways, and downwards. - Building high-level teams and attracting world-class talent. - Demonstrating high levels of emotional intelligence. - Focusing on the why, not just the how and what. - Being able to capture the value of engineering across different stacks, etc. - Keeping senior sponsors engaged by highlighting the strategic engineering vision. - Demonstrating a strong legacy from previous roles. Clearly articulate your overall impact to the company and product, providing comprehensive detail wherever possible.