My evaluations are based on quarterly goals and quarterly deliverables. No one at a corporation cares about anything above how it affects them.
Bringing junior developers up to speed just for them to jump ship within three years or less doesn’t benefit anyone at the corporate level. Sure they jump ship because of salary compression and inversion, where internet raises don’t correspond to market rates. Even first level managers don’t have a say so or budget to affect that.
This is true for even BigTech companies. A former intern I mentored who got a return offer a year before I left AWS just got promoted to an L5 and their comp package was 20% less than new hires coming in at an l5.
Everyone will be long gone from the company if not completely retired by the time that happens.
> Bringing junior developers up to speed just for them to jump ship within three years or less doesn’t benefit anyone at the corporate level.
What? Of course it does. If that's happening everywhere, that means other companies' juniors are also jumping ship to come work for you while yours jump ship to work elsewhere. The only companies that don't see a benefit from mentoring new talent are those with substandard compensation.
That’s true, but why should I take on the work of being at the beginning of the pipeline instead of hiring a mid level developer. My incentives are to meet my quarterly goals and show “impact”.
To a first approximation, no company pays internal employees at market rates in an increasing comp environment after a couple of years especially during the first few years of an employee’s career where their marker rate rapidly increases once they get real world experience.
On the other hand, the startup I worked for pre-AWS with 60 people couldn’t, wouldn’t and shouldn’t have paid me the amount I made when I got hired at AWS.
That sounds like an incentive issue.
My evaluations are based on quarterly goals and quarterly deliverables. No one at a corporation cares about anything above how it affects them.
Bringing junior developers up to speed just for them to jump ship within three years or less doesn’t benefit anyone at the corporate level. Sure they jump ship because of salary compression and inversion, where internet raises don’t correspond to market rates. Even first level managers don’t have a say so or budget to affect that.
This is true for even BigTech companies. A former intern I mentored who got a return offer a year before I left AWS just got promoted to an L5 and their comp package was 20% less than new hires coming in at an l5.
Everyone will be long gone from the company if not completely retired by the time that happens.
> Bringing junior developers up to speed just for them to jump ship within three years or less doesn’t benefit anyone at the corporate level.
What? Of course it does. If that's happening everywhere, that means other companies' juniors are also jumping ship to come work for you while yours jump ship to work elsewhere. The only companies that don't see a benefit from mentoring new talent are those with substandard compensation.
That’s true, but why should I take on the work of being at the beginning of the pipeline instead of hiring a mid level developer. My incentives are to meet my quarterly goals and show “impact”.
To a first approximation, no company pays internal employees at market rates in an increasing comp environment after a couple of years especially during the first few years of an employee’s career where their marker rate rapidly increases once they get real world experience.
On the other hand, the startup I worked for pre-AWS with 60 people couldn’t, wouldn’t and shouldn’t have paid me the amount I made when I got hired at AWS.
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