Relax🤣, don’t be scared about cancer, it’s just a word I used to scare people.
Yes, I get my knowledge all across various sources, but the best one is Quora. I have heard of great software engineers and developers quite their jobs because of serious and funny reasons. Can we add value to society rather than letting our skills die?
No, of course, there are legit reasons why you can feel like “Fuck, I can do other things”, Let’s breakdown some reasons why the software field becomes scary.
Most businesses pay their software developers an annual pay raise of 5%. The expertise, knowledge, and skills the developers have acquired over about two years are worth more than two pay raises of 5% each.
There is a discrepancy between the developer’s current pay and what they could earn if they switched jobs. This wasn’t an issue before LinkedIn regularly updated developers on available jobs and their pay.
If your salary is £40,000 and you are being offered opportunities that pay £70,000 a year, you will need motivation other than money to stay with that business.
To perform the same work, developers could earn 20% to 50% more. It becomes a bigger problem if developers calculate how long they would work to earn that wage.
The question “why should you switch to a product-based company?” is currently popular. There is no longer a problem with switching companies. When you first join a new company, expectations are where the problem lies. Imagine that, after X years of employment, you are passed over for a promotion by a new employee. What would you think? We should recognize talent, but businesses tend to favor long-term employees over those who have recently joined. If someone wants to grow, they must remain and maintain their patience.
Developer careers might become stuck in a cycle of “Eat, Sleep, Code, Repeat,” where they devote all of their time and energy to projects and neglect to invest in their professional development.
There needs to be more training and direction available to help developers advance their careers in many organizations. Developers can put in a lot of labor yet receive little in return; to be a successful developer, you need more than just great code.
Developers frequently get across situations where there is no possibility for advancement since the desired position has already been filled. In this circumstance, developers occasionally need to relocate to advance their careers since they are prepared for more significant roles, but they are yet to be available.
The prevalence of low-code development tools is increasing the number of developers, not displacing them.
The selling point of low-code development tools is that non-technical individuals may be trained to use them to create software without writing any code. Junior/inexperienced developers will need to be led by experienced developers because low code is a tool.
Teams for low-code development are forming, requiring competent developers to organize and manage them. Developers now have a fantastic opportunity to advance their careers and assume leadership positions.
I combine projects and opportunities because if the opportunity isn’t financial, it’s either a job description situation or a cool project. The project you’re doing that excellent job in usually appears in the job description. As far as an SDE position is concerned, they are to me as close as it matters.
In the beginning, you’re moving swiftly, creating cool things, making quick turns, and producing amazing things. You can be a pioneer while taking risks. When you reach 100,000 users, though?
You end up adding irrational security redundancy for some bank that offered your business a billion-dollar contract as risk management becomes very real—just less fun.
And that’s what poor management in software accomplishes. It consumes you completely, ruins your entire future, saps your happiness at work, and then extends into your personal life.
And although the more significant companies may be less volatile with this, the struggle is true when we look at IPOs or companies that are acquired by another. Companies get overly focused on management and forget that it was leadership that produced outcomes. As a result, every sound engineer they had throughout the year suddenly disappeared.
Even golden handcuffs are insufficient for many businesses today. I know several folks who have turned down a literal fortune (I’m talking millions) because of this.
Did I mention that poor leadership ruins teams? Okay, so this is one of the locations.
In actuality, though, a poor culture fit kind of kills it off before it starts, but unlike the rapid transition from a great manager to a terrible one, the culture misfit is gradual and festers.
“Wait, did that happen?” is the first question. And then hesitantly says, “Wait, I’m in trouble for this now?” similar to quicksand, it doesn’t feel like much more than a puddle of mud until you suddenly find yourself up to your neck in it, wondering, “What the actual fuck just happened here?”
Most employees decide to leave a company at around month nine, stay on for the retention bonus, and finally leave at month thirteen or fourteen. Or at least that’s what the people who started working at the few places I know are notorious for that kind of thing have told me.
I want to mention the most crucial aspect of an engineer’s life before moving on to the other arguments. You might only be interested in the code component if you are new to software engineering. The team’s goal is a “must-have” in a strong team. Why are you working at this job, you might ask. Just who are your clients? How does the job you conduct each day help your firm achieve its broader objectives? Together with your product manager and engineering manager, try to come up with answers to these queries. In addition to encouraging you, it will make sure that you concentrate on the correct issues and steer clear of undertaking pointless tasks.
Building relationships in person is more straightforward and faster because you can have lunch together, chat over the water cooler, and discuss things other than work. These interactions foster the connections and relationships that are difficult or uncommon to establish remotely.
Relationships suffer when people work remotely. Therefore, if you work remotely, you’ll have fewer reasons to stick around at a company.
The activities do take place remotely, although they could be more efficient and entertaining when done so. Many beneficial projects and efforts have their roots in a local bar or café.
Although it is more challenging to develop ties with individuals when you work remotely, many businesses still rely on the connections they make before going remote.
Due to a lack of connections, developers are more likely to switch employers because they have less incentive. If you don’t get along well with your coworkers, you could find another job where you can earn more money.
Developers can be considered technical resources that can be swapped out for others.
There is a significant gap between good and terrible developers; they are produced unevenly. The challenge for managers is that it might be tough to distinguish between your star developers and the mediocre ones following them.
The error that many managers commit is that they need to express more gratitude to developers. The hard work of good developers who go above and beyond is not appreciated or rewarded.
The lack of acknowledgment and challenges in being promoted are frustrating developers. Lack of recognition, obstacles to advancement, fatigue, and increasing demand for developers make a lethal combination.