Also I don't dismiss camaraderie that appears spontaneously between coworkers, I was complaining about the company enforced fake camaraderie that gets pushed down everyone's throats with trite team building exercises, company parties, team goals and other methods of hammering people into conformity.
> it is also needed to allow new team members to get onboarded faster.
Of course, it's fine to have team members absorb domain knowledge through interactions with their peers, but if that's the only way to on-board them, I most definitely don't want to work for you, but again, that's fine, I'll just look elsewhere.
This is nothing to do with what you said before, about not wanting team performance to be important. Unless you're there to do a very specific job, a lot of performance is actually about team performance. If nothing else, the bus factor on people who want to do things solo makes them an automatic liability.
it's fine to have team members absorb domain knowledge through interactions with their peers, but if that's the only way to on-board them, I most definitely don't want to work for you
ok, you lost me here. what other way is there? it's not possible to assess all the knowledge a new hire has. if i have to hire a trainer to get them up to speed it will just cost more money and they will not learn the company specific domain knowledge.
in my experience specifically onboarding can only be done by others on the same team. it's a teams responsibility.
for more thoughts on this topic, see the discussion here: https://softwareengineering.stackexchange.com/questions/1190...
i do not want to be just a cog in a machine that grinds out work without any consideration for the project as a whole.
it is also needed to allow new team members to get onboarded faster.
as a hiring manager i find your attitude unwelcome.