> His GitHub, full of projects spanning everything from a Python SHA-1 implementation to a tongue-in-cheek “What should I call my bro?” bromanteau generator, hinted at a different story, but most people never got there. While AJ’s government work experience gave him a good amount of cred in the public sector, he found that making the move to industry, and startups especially, was near impossible.
Huh? The companies this woman hires for don't look at github? Not looking at public code that someone has published is more broken than relying on resumes. If someone has published code and it doesn't suck, I'll probably bring them in for an on-site, period. I may even tell them that "We're going to talk about "file foo.c in your code where you implemented feature Z. So be prepared."
And, I suspect with startups it was more a case of "How many years were you in government? That would makes us so unhappy that we would leave. Why didn't you?" That's a different way of asking "Is this really the place for you?"
As a hiring manager in a startup, when I knew I only had 9 months of runway without more funding, I'd feel REALLY bad about taking someone with a family away from their very stable job. As someone who has recruited employee single digit, I often have made a point to meet the family when recruiting someone--even if I have to fly to them. I need both the prospective employee and their partner to understand that the big probability is that the company won't be around in 24 months, there won't be any payoff, and a new employment search is likely to be the result. Yeah, there is a small probability that we'll survive and an even smaller probability that we'll get some money. It's a really delicate balance for me, at least, to properly sell the company (Startup! Options! Novel!) and reality (Bankrupt! Flameout! Layoffs!).
I'd say I'm batting about 50%. For every employee I scare off, I absolutely convince one to join. Funnily enough, every single one who didn't run away said the same thing: "My wife told me I had to work with you." They were stunned that someone so important (Hah! Management in a startup is a good way to understand how unimportant you are really quickly ...) would take the time to make sure the family was informed properly about the risks and rewards.
Huh? The companies this woman hires for don't look at github? Not looking at public code that someone has published is more broken than relying on resumes. If someone has published code and it doesn't suck, I'll probably bring them in for an on-site, period. I may even tell them that "We're going to talk about "file foo.c in your code where you implemented feature Z. So be prepared."
And, I suspect with startups it was more a case of "How many years were you in government? That would makes us so unhappy that we would leave. Why didn't you?" That's a different way of asking "Is this really the place for you?"
As a hiring manager in a startup, when I knew I only had 9 months of runway without more funding, I'd feel REALLY bad about taking someone with a family away from their very stable job. As someone who has recruited employee single digit, I often have made a point to meet the family when recruiting someone--even if I have to fly to them. I need both the prospective employee and their partner to understand that the big probability is that the company won't be around in 24 months, there won't be any payoff, and a new employment search is likely to be the result. Yeah, there is a small probability that we'll survive and an even smaller probability that we'll get some money. It's a really delicate balance for me, at least, to properly sell the company (Startup! Options! Novel!) and reality (Bankrupt! Flameout! Layoffs!).
I'd say I'm batting about 50%. For every employee I scare off, I absolutely convince one to join. Funnily enough, every single one who didn't run away said the same thing: "My wife told me I had to work with you." They were stunned that someone so important (Hah! Management in a startup is a good way to understand how unimportant you are really quickly ...) would take the time to make sure the family was informed properly about the risks and rewards.