We developed the Random Employee Chats application internally, with the goal of recreating the pre-pandemic informal interactions. Here's how we moved from a shared spreadsheet to Cloudflare Workers to automate the entire process.
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WHY IT MATTERS: Digital Transformation
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Farid Mheir
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A practical, expert-reviewed Guide to growing software engineering teams effectively, written by and for hiring managers, recruiters, interviewers, and candidates.
Farid Mheir's insight:
WHY IT MATTERS: hiring technical resources is difficult because of the impact that bad hires have on organizations. Looking forward to read this guide and see what it contains as I believe we are in dire needed of some standards and benchmarks... 
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Must-do's in order for your hires to reach their full potential you need to put a structure in place that encourages and nurtures their growth, both technically and as managers and leaders.
Farid Mheir's insight:
WHY IT MATTERS: managing millenials and genZ is like herding cats sometimes. Moreover, when they are technology engineers in a high demand marketplace, they need certain things in their work environment. I find the suggested practices very sound, especially the career path illustrated here.
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When you experiment with work culture as much as we do at Buffer, you tend to receive a lot of questions about it. What is it like to work remotely? How do you collaborate across time zones? Do people really feel okay making their salaries public? Can you become friends with teammates when you’re not in an office? Do you miss working in an office? Do you basically live in pajamas? (Quick answer to that one: not usually, though I definitely have spent a work day or two in pajamas!)
Farid Mheir's insight:
WHY IT MATTERS: I wrote about the buffer open culture in the past and find this latest post to be a great summary of the best practice they have put in place over the years. Critics will say this only applies in startups but I would argue that 1) Buffer is already a 6+ years old 80 person team company 2) Large companies are composed of business units often much smaller in size than Buffer. That being said, many of my colleagues like coming to work in the morning and interacting with people face to face during the day so this model is not for everyone. But if you are looking for a different way to work, then I suggest you look at this and the new agile tribes that I wrote about previously. for more go here: fmcs.digital/?s=buffer and fmcs.digital/blog/digital-agile-transformation-at-ing-shows-it-is-possible-to-transform-legacy-non-technology-organizations-to-agile-using-the-concepts-of-tribes-squads-chapters-via-mckinsey-digitaltransformat/Â
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Additional economic growth, including from business dynamism and rising productivity growth, will also continue to create jobs. Many other new occupations that we cannot currently imagine will also emerge and may account for as much as 10 percent of jobs created by 2030, if history is a guide. Moreover, technology itself has historically been a net job creator. For example, the introduction of the personal computer in the 1970s and 1980s created millions of jobs not just for semiconductor makers, but also for software and app developers of all types, customer-service representatives, and information analysts.
Farid Mheir's insight:
WHY IT MATTERS: this is a positive news about new technologies. However we must brace ourselves because many people will loose their jobs and not have the skills - or the willingness - to adapt. This will certainly create turmoil in companies - and possible whole countries. Prepare.
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Engineering Growth Framework provides a tool to measure and reward progress in people skills @Medium
In late August we rolled out our Growth Framework, a set of documents and tools that described what we value at Medium, how to progress, and how we measure and reward that progress.
Farid Mheir's insight:
WHY IT MATTERS: very useful framework that can be applied in many fields to manage employees in high-demand technical skills such a software engineers. A reference for me in the future.
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Here's a collection of all 71 CB Insights market maps and unbundling/disrupting graphics.
Farid Mheir's insight:
WHY THIS IS IMPORTANT Digital transformation often comes from startup innovations. So maps like those are very good to know where opportunities to improve lie.
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Tech companies are spending hundreds of millions of dollars to improve conditions for female employees. Here’s why not much has changed—and what might actually work.
Farid Mheir's insight:
WHY THIS IS IMPORTANT Need more diversity. Period.
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“We have entered a world where workers are like professional athletes. They work for a company and contribute for a while, but when needs change, they move to another team, taking their skills and expertise with them. So the concept of a ‘job’ has changed and organizations have to manage their teams in a world of a rapidly changing, mobile, contingent working economy. Companies now have to move beyond ‘succession management’ to putting in place what we call programs for facilitated talent mobility.”
Farid Mheir's insight:
WHY THIS IS IMPORTANT My role often is how to best select and deploy new digital technologies. But I must include the human aspect of the transformation - specifically which new skills are needed, how to update the org chart and whether to hire or outsource. I find that thinking of digital technology skilled employees as professional athletes helps a great deal. You hire/outsource for specific skill and role in your team, sometimes must pay a premium to get them (it's a seller's market) and be ready to trade them for another one in a few years or even months. C'est-la-vie!
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How I Burned 10 Million Dollars So You Don’t Have To. In February, my startup (Twenty20) employed 35 people. We had a board-approved plan to scale to 85 by the end of the year. As of July, we were at 55, and well on our way. Now, four months later, our team size is 12.
Farid Mheir's insight:
WHY THIS IS IMPORTANT I love those stories because they are real-life, pragmatic, and reflect the reality of startups. Should be true not only for startups but intrapreneurs and small groups that burst into life in larger organizations. Lesson to learn: don't grow until you know your business model. Also: self-service is good. Must read to give you confidence, hope and also scare you a little.
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Curated by Farid Mheir
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WHY IT MATTERS:Â interesting solution developed at Cloudflare, a technology company, to facilitate conversations across the organization. The paper highlights the challenges of making random chats truly random (and useful). As work from home and remote work become the norm post-covid, this will become required in all organizations. Not only large distributed companies but also startups that decide to go full work from home.