Thursday, April 9, 2015

Hiring talents, the Walmart conundrum

Monday my boss called a meeting between UX guys and the mobile developers and him to decide on the new feature of capturing multipage document.I was the only one that got to the meeting with one suggestion of UI flow and coding solution that would require no webservice change at all.I made a drawing on the whiteboard and I said I could make a mockup.he told us to think about it and asked the UI guys to come up with ideas too.2 h after the meeting I had a small prototype, already integrated with the app, that they could test out the UI of my idea.The next day, I had a fully functional prototype of the solution, including the conversion of all the pages in a single pdf file.I sent the workable prototype for them to install on their devices and my boss replied to my message asking the other two mobile developers to send their mockups as well.He called another meeting for today and he started the meeting by showing my prototype on his phone and he started asking for small changes here and there and assigning tasks here and there when I told him I had two other mockups to show.Again, I showed two working apps with a completely different flow, that were even better than the first one and that blew his mind...Considering that I got two production bugs to fix and I also fixed 3 other bugs that QA didn't get but I found in production and I fixed all of them as well, not bad for a week.

When a company wants to get into a new technology and they don't have the expertise in that area, they think that the best way is to hire the best talent possible.but they don't have enough knowledge to evaluate if the one showing oneself as the best is indeed the best at the same time they feel insecure for not being able to grasp everything the expert is providing.then comes the bitter feeling in the company that the expert is too smart for their liking.

If they hire the expertise from 3rd party vendors, the integration with the current culture fails. It's almost impossible to satisfy them, because they don't know what questions to ask and are giving several answers to grade when the product is delivered. Or if they hire someone like me, the expert ends up doing guerrilla development, because I have to constantly sneak new ideas and push them forward from behind the lines, making obscure alliances, or being ostracized, unmotivated up to the point that both parts decide to split.