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Merge pull request #15 from meetup/update-engineering-manager
Update engineering manager
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| Engineering Manager | ||
| =================== | ||
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| ### Should have | ||
| * A few years experience mentoring engineers | ||
| * Top notch communication skills with other engineers and product/design | ||
| * Experience managing engineering timelines for large projects | ||
| * A deep understanding of how engineering and product teams are put together | ||
| * A desire to focus on managing people | ||
| * A deep interest in being the face of Meetup culture for their team | ||
| * Ability to generate support for a company/team decision | ||
| * Curiosity to learn and understand what they don’t know | ||
| ## The Engineering Manager is accountable for building high performing teams. | ||
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| ### Is expected to | ||
| #### Strategy | ||
| * Make courageous decisions confidently in a timely manner | ||
| * Maintain and improve systems and processes for measuring and tracking individual and team success | ||
| * Create and align team’s and individual’s short and long term objectives based on team and company goals | ||
| * Remain flexible & put customer needs first; build team behaviors that increase customer satisfaction | ||
| * Attend or organize Meetups; share feedback and use personal experience to inform work | ||
| * Help to deconstruct problems into executable action plans with engineers, following established best practices and standards | ||
| * Demonstrate ownership over multiple areas of work & projects; work with other managers across disciplines to allocate resources and ensure new projects launch smoothly | ||
| * Partner with HR to continuously improve our strategies for retention. | ||
| ### Accountabilities | ||
| * *If the team has high cycle time[1] (above 5 days) it’s on the EM* | ||
| * *If the team isn’t continuously improving their process to deliver more effectively & reduce bottlenecks, it’s on the EM* | ||
| * *If the team is not communicating well or working well together it’s on the EM.* | ||
| * *If the engineers who report to them don’t have the right skillset to tackle their problems it’s on the EM* | ||
| * *If the engineers who report to them aren’t focussed on their work it’s on the EM* | ||
| * *If engineers that report to them have performance problems that impact teams being able to deliver, it’s on the EM* | ||
| * *If engineers that report to them don’t have personal goals & career development plans that line up with team goals, it’s on the EM* | ||
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| #### Results | ||
| * Partner with recruiting to continuously improve our interview process. Ensure our onsite loops are defined for each role . | ||
| * Provide timely, specific feedback. Don’t avoid difficult conversations. Seek coaching and support throughout. | ||
| * Communicate regularly with Product Managers/Engineering Leads to collect performance and collaboration feedback for direct reports | ||
| * Guide engineers to build their own feedback loops & provide direct, constructive & timely feedback to each other | ||
| * Identify engineers who are on track for promotion, incorporate skill development to professional development plans and recommend engineers for promotion to directors | ||
| * Identify engineers who are not performing on teams, create performance improvement plans with the support of Employee Experience, and assess progress to make a recommendation to directors | ||
| * Clearly communicate individual and team expectations and direction to direct reports (goal setting, etc) | ||
| * Ensure direct reports are focused on high impact tasks for company and themselves | ||
| * Help remove roadblocks and bottlenecks for teams and direct reports | ||
| * Hold teammates accountable to deadlines/goals | ||
| * Takes charge of individual and team responsibilities and see them through to resolution | ||
| * Track project timelines and support the team by proactively helping fix project delays & issues | ||
| * Monitor the outcomes of team’s actions to learn from mistakes and replicate successes | ||
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| ### Responsibilities | ||
| #### Planning | ||
| * Work with PM/ED/EL/Designer to create key results for squads | ||
| #### Process | ||
| * Evolve Agile approach to fit team and project needs. | ||
| * Foster continuous improvement mindset amongst squad | ||
| * Challenge squad to identify bottlenecks & ways of speeding up delivery | ||
| #### Meetings | ||
| * Guide effectiveness of team meetings. Ensure agendas/purpose are clear & actions captured. | ||
| #### Determine squad/team makeup & hiring needs | ||
| * Ensure squad has the people and skill sets needed to achieve their goals | ||
| * Recruit for the squad | ||
| * Source engineers | ||
| * Motivate engineers to speak, do presentations, write blog posts, and contribute to open source projects (and do so oneself!) | ||
| * Participate in creating interview practice for Meetup engineering | ||
| * Update interview loops & training engineers to use them for hiring | ||
| * Work with recruiting to ensure the loops run smoothly | ||
| * Make the final hiring decision | ||
| * Create the engineer’s onboarding plan and work with EL and others to ensure engineers are successfully onboarded | ||
| #### Management | ||
| * Be comfortable managing engineers with different experience/skillsets than their own | ||
| * Mentor engineers, in technical and non-technical improvements | ||
| * Motivate intrinsically and extrinsically; provide development opportunities and a clear path for career growth | ||
| * Use own knowledge base to broaden the range of problem solving options for direct reports | ||
| * When appropriate, encourage others to research and propose solutions instead of providing them outright | ||
| * Be as available as possible for their reports, including regularly scheduled 1-on-1’s | ||
| * Build a well-integrated and cohesive team and check in regularly to understand overall morale; work to repair misunderstandings | ||
| * Ensure that engineers are building trust and not isolated | ||
| * Model bringing solutions to problems (not surfacing problems alone) and teach others how to do the same | ||
| * Identify ways to reduce distractions, interruptions, and unplanned work for themselves and others | ||
| * Synthesize complex information and diverse points of view into clear and compelling decisions and communications | ||
| * Lead recruitment efforts by finding recruitment opportunities and motivating engineers to speak, do presentations, write blog posts, and contribute to open source projects (and do so oneself!) | ||
| * Manage professional development budget for direct reports (both time and $$), approve/deny requests | ||
| * Ensure engineers understand how the work they are doing ladders up to OKRs & wider company goals | ||
| * Ensure engineers have the skills needed to support their squad | ||
| * Ensure engineers are focussed on the sprint & stories at hand | ||
| * Deal with squad interpersonal issues | ||
| * Deal with performance issues | ||
| * Create compensation change recommendations and share with directors | ||
| * Coach engineers career paths and personal growth in a way that lines up with squads goals | ||
| * Coach engineers to set personal goals & assist in defining steps to achieve them | ||
| * Coach engineers to set goals that push them out of their comfort zone and promote growth | ||
| * Manage professional development budget for direct reports (both time and $$) | ||
| * Be a sponsor for engineers so they have access to growth opportunities they wouldn’t otherwise have on their own | ||
| * Make sure ELs are aware of growth & learning opportunities engineers are looking for so they can enable that if possible | ||
| * Coordinate with EL to reinforce coaching that is happening for technical development & good engineering practices | ||
| #### Monitor & work to improve squad health & morale | ||
| * Actively work to help the squad form & bond | ||
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| [1] Time between an engineer starting work on a story & it being live in production | ||
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