Re:What I’ve Learned in 45 Years in the Software Industry
by ThrowawayR2 on Wednesday January 06, 2021 @02:56PM
(#25661477)
> "to define my impact on both the monetary and cultural success of my org"
What you get out of that is people frantically chasing impact and visibility instead of focusing on the humdrum drudgery of keeping the lights on. The result is penny wise and pound foolish behavior that definitely does not correspond to the monetary or cultural success of the corporation. People who are good at gaming the system in this can create their "impact", collect the rewards, and make an internal transfer before the costs or superficiality of their "impact" catch up with them.
Re:What I’ve Learned in 45 Years in the Software Industry
by cmrdporcupine on Wednesday January 06, 2021 @11:50AM
(#25659428)
I also work at Google and in my 9 years there I've never had a perf process where monetary or profit-success goals of the company were mentioned once.
EDIT: I guess when I worked in ads, there were ad performance type metrics discussed to some degree. Not much though.
Re:What I’ve Learned in 45 Years in the Software Industry
by justinwp on Wednesday January 06, 2021 @11:51AM
(#25659444)
Goes to show how diverse a large company can be even with the same underlying processes.
Re:What I’ve Learned in 45 Years in the Software Industry
by cmrdporcupine on Wednesday January 06, 2021 @11:55AM
(#25659495)
I think there are product areas in the company that lend themselves more to this, for sure.
> And that reward / grading structure may not at all correspond to either the monetary or cultural success of a corporation.
The key feedback/suggestions I see for my own performance review is to define my impact on both the monetary and cultural success of my org. Exactly the opposite of what you are saying.
> being asked to 'level up' and told that this is your mission can lead to an unpleasurable career
I don't see this happening either. I commonly hear others say the opposite and make it known they are no longer trying to level up and that they are happy where they are.
> technical team lead to management or architect
This does not jive at all with the various career ladders I see. There is no ceiling that requires me to move to management in my tech ladder.
> find that you don't enjoy the new responsibilities
To some extent, the promo process levels up employees already working at that n+1. Sure, some may not want to maintain that, but that is ultimately up to the individual.
Disclaimer: I work at Google, opinions are my own.