Zsolt Siklósi’s Post

Hiring is a difficult process for every Software Engineer who transitioned to Engineering Manager. Any bad decision around that topic might have very serious consequences! So to avoid that I decided to record a short video about how I approach the Hiring Process and what I take into consideration! I hope my hints will help you build great teams and have no issues with finding the best candidates! https://lnkd.in/dgsr_GHv

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The hardest part of building a "good" tech company, is building a good engineering team. And you cannot build a good engineering team if you don't love the engineering yourself. That is why unlike every other business, most of the successful tech companies are founded by engineers instead of businessmen. Ultimately those engineering-founders turn into businessmen, but the core of the business surrounds heavily around engineers. They are the raw product of a good tech company. The company can have a vision, a plan, and goal to aim for, but if the raw material is not good, the end product is never going to be decent enough. #teambuilding #hiring #engineering #tech

Can an Engineering Manager who is 50% hands-on properly manage a team of Software Engineers as well? A conversation I had with an Engineering Lead I was pitching a position to, but he was not interested. He said with that much hands-on stuff in the role they would not be able to manage effectively. And not enough hours in the day. Even if the team of Engineers is quite Senior. But with most Engineering Leadership roles requiring a lot of hands-on work - surely this is not the case? And companies seem to think it is very doable based on the requirements for pretty much every Engineering Lead vacancy out there right now. #Ventellect #SoftwareEngineering #TechRecruitment

I call 50/50 split between management and hands-on involvement a death zone. Something like 70/30 can work well: you're mostly focused on one activity type (be it management or individual contributions) and partially covering another activity. And there's a wiggle room to temporary dedicate more time for one of the areas without another suffering too much. Once it's 50/50, it becomes unsustainable once one of activities requires extra attention. There's a critical technical issue that occupies 100% of your time for a day? You will go back to a pile of managerial issues that will occupy you 100% for a few days instead. You spend a day dealing with management stuff? Now there are deadlines at risk with your hands-on obligations. For this to work for you as an engineering manager, you got to be very conscious what you can afford to commit to at any given period of time. Team is running smoothly → can take on more hands-on work for the next few weeks. Got to onboard new employees or push an organizational change → keep your hands off code except for a few limited things. Pick one chair and put your feet on another one instead of trying to sit on both.

Hello professionals, 🌟 Now Hiring: Experienced Engineer 🌟 Here are some tips to help you stand out during the hiring process: 1️⃣ Highlight your relevant experience: Make sure to showcase your expertise in engineering and any specific skills that align with the job requirements. 2️⃣ Showcase your problem-solving abilities: Engineers are often faced with complex challenges, so be sure to demonstrate your ability to think critically and find creative solutions. 3️⃣ Emphasize your teamwork skills: Collaboration is key in any engineering role, so share examples of how you have successfully worked with others to achieve project goals. 4️⃣ Demonstrate your passion for learning: The field of engineering is constantly evolving, so show that you are committed to continuous learning and professional development.

I've recruited engineering talent for over 8 years now. The most common reasons people end up leaving: 1. Lack of project variety 2. Advancement 3. Compensation A lot of the time these go hand in hand. Engineers become great at specific projects by doing them over and over. But once they achieve mastery, they want to keep learning and growing. It can be at odds with what is most billable short-term for a company. Bottom line: Top engineers want to work on interesting projects and learn new things. It's balancing the bottom line with personal growth.

Design systems are booming. The demand for top-tier design system engineers is increasing. From Series A start-ups to Fortune 500 companies worldwide, we are seeing an increased demand for: > Senior, Staff and Principal IC’s > Team Leads > Managers > Directors / Head of Engineering Design systems are becoming a top priority for many companies.

- Junior engineer -> Delivers a task. - Mid-level engineer -> Delivers a project. - Senior+ engineer -> Delivers a standard. Some of the best engineers I know seem to be working always on docs or proofs of concept. They don't speed up the deliveries of each team by working in the sprint. However, they increase the entire organization's delivery speed through the practices they set in place. What other traits do you love of the senior engineers around you? #softwareengineering #careergrowth

When I look at the people on our process engineering team, I think ... We wouldn’t be where we are today, We wouldn’t have made it as far, We wouldn’t be having so much fun, ... without each one of these amazing people. Each engineer on our team is a critical part of the company. These individuals are helping us break down barriers, solve problems, and help us build the Monolith of the future. Don’t confuse this with, "I can never take a vacation day because I am so critical." That’s not how we work. We’ve got awesome teamwork where we back each other up. That’s because we… #ThinkLikeATeam #PeopleMakeTheDifference #HereYouCan It’s in our core values. It’s who we are. Come and be the important person that you are.