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Mixpanel is a real-time analytics company whose mission is to help the world learn about their data. We analyze over 2 billion transactions every single month. We help these companies learn about their data every single day: EA, Quora, Airbnb, Bebo, Slide, TravelPod, Bittorrent, Klout, Hunch, Posterous, etc.
Expectations
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- 软件的维护成本远远大于软件的开发成本。
- 软件的质量变得越来越重要，所以，测试工作也变得越来越重要。
- 软件的需求总是在变的，软件的需求总是一点一点往上加的。
- 程序中大量的代码都是在处理一些错误的或是不正常的流程。
所以，最为理想的面试是一起工作一段时间。当然，这个在招聘过程中，操作起来几乎不可能，因此，这就要求我们的面试官尽可能地把面试的过程模拟成平时工作的 过程。大家一些讨论来解决一个难题，和应聘者一起回顾一下他已经做过的事情，并在回础的过程中相互讨论相互学习。下面举一个例子。
我们知道，对于软件开发来说，开发软件不难，难是的下面是这些挑战：
所 以，当我们在考查应聘者的代码能力时候，我们为什么不能模拟这样的过程呢？比如，让应聘者实现一个atoi()的函数，实现起来应该很简单，然后 不断地往上加新的需求或新的案例，比如：处理符号，处理非数字的字母的情况，处理有空格的情况，处理十六进制，处理二进制，处理“逗号”，等等，我们要看 应聘者是怎么修改他的代码的，怎么写测试案例的，怎么重构的，随着要处理的东西越来越多，他的代码是否还是那么易读和清晰。如果只是考查编码能力，一个小时，就问这一个问题，足矣。真正的程序员每天都在和这样的事打交道的。
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Here's the reality of it. People don't mind change - they just hate being forced to change. If positioned correctly - and the employee is involved in the change - it is much less difficult to drive change. But normally what happens is decisions are made in mahogany-paneled boardrooms and passed down to the masses. "Do this and things will get better." Too often the employees already know what change is required. They do the job every day. They know the flaws in the system. They know all about the pointless and inefficient processes they are forced to live with each day. Just ask them.
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A huge driver of employee engagement is a psychological principle called "locus of control" - the extent to which individuals believe that they can control events that affect them. Increasing your employees' belief (and reality) that they have control over the outcomes will increase their desire to make changes and increase their engagement with the change.
Don't take HR's word for it... Your people aren't afraid of change - they're afraid of you trying to change them!
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- Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security.
- Achievement: To be proud of one's job, accomplishments, and employer.
- Camaraderie: To have good, productive relationships with fellow employees.
Three key goals of people at work
To maintain the enthusiasm employees bring to their jobs initially, management must understand the three sets of goals that the great majority of workers seek from their work—and then satisfy those goals:
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Over time I took to telling people the following, “join BuildOnline because you think you’ll get great experience. Join because you like the mission of what we’re doing. Join because if you do a good job we’ll help you punch above your weighclass and work in a more senior role. And if you ever feel that in the year ahead of you you don’t think that you’ll increase the value of your resume and you’re not having fun then go. Join because we pay well but not amazing. Stock options are the icing on the cake. They’ll never make you rich. Don’t join for the options.”
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What if you could tell, immediately, whether a given person is going to be a great addition to your team? You would be the greatest manager in the history of the world. Thats the promise held out by a careful reading of the book Blink, the Power of Thinking without Thinking, by Malcolm Gladwell.
Hiring the right people is the single most important thing you can do to ensure the success of an IT project. Good people do the right thing, do it fast, and do itwith minimal management intervention. This is especially true in software development, where the good engineers are anecdotally reported to be ten times as productive as the average contributor. I believe this, and I have invested time in recruiting to makes sure Im working with the best people I can find.
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Over the years I have tried a lot of different ways to qualify potential team members. I havedone interviews, puzzles, calls, chats, code reviews, trials, and reference checks. When I experimented with different methods of qualifying developers, and tracked the outcomes, I was surprised to find that most of these activities were useless. I want to ramp up my teams quickly, and many of these activities added a lot of delay to the process. Even simple Instant Messenger interview added about a week to the typical recruiting cycle. Some of these activities were worse than useless. For instance, if I did a phone or in-person interview, I often ended up liking a particular person, but hiring a bad developer.
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This year, Facebook and the National Security Agency were sponsors — and both are using the event for recruiting purposes.
The best of the best was 18-year-old Bin Jin, a high school student from Shanghai, who swept the algorithm competition and beat contestants with doctoral degrees, as well as Petr Mitrichev, a Moscow State University student and three-time world algorithm champion.
Wow, I remember how idealistic I was when I was about to bring on my first
employee! After dealing with bad bosses over my career, after doing a whole lot
of thinking about how I was going to be a great boss, and after doing a whole
lot of reading about how to hire effective people, I was really looking forward
to it. I was going to:
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Only problem was, I couldn't quite afford an employee yet. By then I had been working a couple years by myself, earning good profits in the $200K range but it was based on just one or two sales a year, and each sale took 6-12 months to finalize. With so few customers I could easily go a year without sales, I feared, so had to set aside my profits to cover that. And if I were going to hire someone, I'd really want six months or a year's payroll set aside for them as well. I just couldn't afford that yet.
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Serendipitously, I was approached a little while later by a former VP of my big competitor, at my industry's main exhibition where I had a small booth. He was a friggin' VP of a $100 million a year company! Well, their former VP, he said. Wow though, I was flattered. I demoed my product to him, explained my company, and his mouth dropped open. He started gushing about how incredible my product was (well, it was, I guess) and asked why the "fuck" wasn't I selling $100 million a year?! I said well, I'm sort of at capacity... and... errrr... I'm more of an engineer, and, uh.... I don't know why. I didn't want to tell him what I feared, that it was just this thing I made on my own, some of the code was crap, and things like that just don't sell for millions.
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If I ask a candidate "have you ever designed and built a piece of software by yourself", and they respond enthusiastically with a description of the project, then it is very likely they will succeed in a trial. If not, then there is some probability that they lack the ability to design software. However, it is almost certain that they lack the creative joy that comes from laying down whatever kind of code you want to lay down, and the rush that comes from conjuring something out of formless bits.
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Sometimes I see resumes (often from India) that show a developer has worked for years on a series of team projects that involve five or ten team members. In this case, you often have to go back to some college project to dig up the evidence. If you find an individual, from scratch project that the candidate is excited about, no matter how old, that is a good sign. If not, the probability is very small that the candidate will succeed in a distributed team trial.
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I would not argue with you on the achievements described in resumes of potential candidates. However, it is certainly a fact that candidates who are excited about giving a bunch of floating bits some structure have a very big drawvack.
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