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Re:Guide to scaling engineering organizations by ppeetteerr on Wednesday December 05, 2018 @10:08AM (#18608804)
I've worked in companies that struggle to hire any candidate, let alone top candidates. Stripe is amongst the top employers. The vast majority of smaller shops (banks, b2b software companies, agencies) just need to staff up and would rather hire and fire than miss out on a good candidate.
Re:Guide to scaling engineering organizations by rizzom5000 on Wednesday December 05, 2018 @10:56AM (#18609364)
Maybe, but hire and fire is also a great way to show the team that you don't know what you're doing as a hiring manager; not to mention how firing a team member, who may be incompetent but still well-liked, affects morale. Then, there is the problem where you fail to fire when you should. To me, this is just not a good way to build an effective team.
Re:Guide to scaling engineering organizations by ppeetteerr on Wednesday December 05, 2018 @11:59AM (#18610089)
No one is saying you should hire and fire a ton of people, only that rejecting good candidates for most companies is not possible given how difficult it is to find them. Talk to any recruiter and they will tell you that finding good (not great, just good) candidates is often a struggle.
Re:Guide to scaling engineering organizations by inimino on Thursday December 06, 2018 @03:39PM (#18621964)
> hire and fire is also a great way to show the team that you don't know what you're doing

It's an expensive (painful) signal that you actually do know what you need to do and are capable of it.