How the boss should reward the programmer correctly (turn)

English original: How to reward skilled coders with something other than people management

You have a group of very good programmers who are very interested in making progress in their careers. Your team has done a great job, and this is what they have created with their hands, and you know that you want to reward them for their efforts. The most intuitive approach is to promote them to become managers/managers, who are, in fact, the true head of the team. But is that what they really want? Or should you think that's what they think?

　　Management is a completely different skill.

It is well known that in a programmer's career, his skill level will accumulate to a considerable height, and now require him to spend the entire time to study a new thing-interpersonal communication, soft skills and other management work, which they have completely neglected in the past years. Learning programming technology takes up all of their time, and those are the processes that require repeated attempts and failures. Now, their time needs to be spent on non-coding things, something that is totally different from the work he's been rewarded for. As a result, they shifted from being good at work to a job they were not good at. Self-confidence and job satisfaction are all under attack.

The root of the problem is that technical Danale/technology leaders and team management/managers are completely different technical jobs. You reward them with recognition that they are excellent leaders, excellent performers, to set him up as an example and let others learn and follow. Instead of making everyone want to be the manager--all the managers will come to work? Beyond that, you can't hint at the signal that, as a business, coding is inferior to other jobs.

　　Understand a technical leader

There are many aspects to the responsibilities and work of a technical leader. Refer to the work of a typical technical person – there are a lot of technical issues that need to be made every day, prioritize the issues that need to be addressed, and find solutions to problems. The most interesting part of the programmer's job is that each of them plays an important role in one aspect of the project-a degree of leadership.

Another part of the programmer's job is to answer why something is wrong and why you can't use the software this way. Find bugs and fix bugs. Write the document. Code review. Project evaluation. In short, the longer a programmer stays in a company, the harder it is to find a longer, undisturbed time period. These are the most annoying parts of their work.

The happiest work of programmers takes place in the time of not being disturbed, and the time of not being disturbed cannot be said to affect others ' work because they cannot find you. Programmers often need to put the whole problem into the brain when thinking about problems, which requires their attention to carry a considerable load to analyze and study problems. For introverted programmers, this needs to be quiet, and for outgoing programmers, this needs to be discussed in a room with like-minded people.

But why are some programmers unhappy? Why can't good programmers get more pleasure from their work? The core obstacle is power-the right of programmers to say "no". It has nothing to do with courage. This is a matter of real power – the technology leader must address the customer's questions, and if he has a sense of responsibility for the software in his own hands, they will feel that the software will have a lifelong stake in him, a personal responsibility, but also a drag.

　　How to make technology leaders more position and power

As the project progresses, there will be more and more people in the team, and team member management issues will eventually emerge. The technical director will have to deal with some of the team's personnel issues. A bad job in this area is likely to lead to a big problem. Technical leaders should be encouraged to set goals early so that they can think about what the ultimate goal is, whether to engage in technology or management, and not to send them outright the wrong signals that are not respected if they are not led properly. If a good programmer is interested in becoming the greatest programmer, interested in developing a system that can withstand 1 billion of people, or exploring an operating system in depth, then you should help him achieve their ideals, which is good for everyone.

Technical goals and aspirations are easy to achieve – companies should reward programmers with "fun" projects. Let them have the opportunity to grow and learn. It is also important to look for career-related opportunities outside the company, such as encouraging programmers to attend technical conferences, attending technical lectures, and becoming prominent figures in a particular field. Most programmers do not take a proactive approach to their career development and encourage them to participate in these social activities so that they can gain a sense of accomplishment in their areas of interest. This is not only beneficial to the programmer, but also good for the company, it will give the company a reputation and attract other capable and aspiring programmers to join the company. Create a mechanism that makes working programmers feel that their weight in the company is increasing and their status is improving. This can make them feel more "empowered".

The ability to say "no" is not a programmer's essential desire. Rewarding programmers should be to make them more free and happier in the role they can play the most. Instead of going to an unfamiliar management position.

http://news.cnblogs.com/n/509648/

How the boss should reward the programmer correctly (turn)