I guess the question is whether startups, who are usually in intense competition and working against the clock, have the time and energy spare to lead people through that process. I wouldn't have thought so.
A good place for juniors to start would be in normal web shops, not high-pressure startups.
Do you think Tesla Motors grabbed a few engineering grads and shop floor assistants, chucked them in a room and hoped they'd "grow into" knowing how to make an electric car? Of course not - for a startup like that, timely and accurate execution is absolutely critical and they would have hired the best, most experienced people they could get. I don't see why software startups are any different.
>"I don't see why software startups are any different."
You don't see how a photo-sharing app is different than starting an electric car company?
That's a problem. I also think that's the point of the article: 99% of startups don't need rockstar developers. They aren't doing earth shattering engineering. Most startups need competence and nothing more. If they actually hired on that basis, it would help the eco-system.
We're talking about software. If what you're doing is easy, you're doing it wrong; automate it and shatter the earth under the competition that's still doing it by hand. There are always opportunities for earth-shattering engineering in software.
Do you think Tesla Motors grabbed a few engineering grads and shop floor assistants, chucked them in a room and hoped they'd "grow into" knowing how to make an electric car?
No, but that's a bit of a red-herring, as A. none of us (presumably) know anything about the actual composition of the team at Tesla in the early days, and B. nobody is suggesting to take a handful of grads, chuck them into a room, and let them sink or swim. What I'm suggesting is to utilize a mix of experienced people and fresh grad / inexperienced types, and do what most companies fail to do these days... actually provide the training, education, mentorship and support that help inexperienced people become top-flight people.
Well, if you're talking about employee #1, then yeah, I think you need experience. But my point is to get into the mold of hiring people that can grow into roles, as early in the process as you can. I also tend to think that a good team should have a mix of people with different levels of skill and experience.
I took it as implicit that they were advocating having at least some senior level people, as one of their bullet points was to "provide mentoring." If there aren't at least some senior people, who would be doing the mentoring?
It's a fair point, though, that TFA doesn't really go into detail about the exact composition of a team that they are suggesting.
A good place for juniors to start would be in normal web shops, not high-pressure startups.
Do you think Tesla Motors grabbed a few engineering grads and shop floor assistants, chucked them in a room and hoped they'd "grow into" knowing how to make an electric car? Of course not - for a startup like that, timely and accurate execution is absolutely critical and they would have hired the best, most experienced people they could get. I don't see why software startups are any different.