Yes, and at the same time, companies start hiring employees that shouldn’t be trusted.
Neither one causes the other, both occur as companies mature. I’ve seen this as startups mature. One very vivid recollection: we had a very strong and tiny dev team. Each dev owned a huge piece of the product. Definitely not egoless. We brought in trusted junior devs to grow. That was fine.
Then the very talented VP Eng. wanted a promotion and brought in a hack to replace him, who hadn’t coded in years, and was obviously more concerned with his career than our product. A real mediocrity. But the VP wanted to move on, so this mediocrity was hired, over vigorous objections.
That was the end. This new VP brought in mediocre devs, rewarding loyalty and “being a team player” more than productivity, or competence. He brought in employees who couldn’t be trusted.
As this was happening, we were acquired, and our new bosses from the parent company were used to employees who couldn’t be trusted, and acted that way.
HR knew that to keep the good engineers they had to do something, so they showered us with bonuses. That worked for a while. I finally got so bored and fed up that I left (for another startup).
Neither one causes the other, both occur as companies mature. I’ve seen this as startups mature. One very vivid recollection: we had a very strong and tiny dev team. Each dev owned a huge piece of the product. Definitely not egoless. We brought in trusted junior devs to grow. That was fine.
Then the very talented VP Eng. wanted a promotion and brought in a hack to replace him, who hadn’t coded in years, and was obviously more concerned with his career than our product. A real mediocrity. But the VP wanted to move on, so this mediocrity was hired, over vigorous objections.
That was the end. This new VP brought in mediocre devs, rewarding loyalty and “being a team player” more than productivity, or competence. He brought in employees who couldn’t be trusted.
As this was happening, we were acquired, and our new bosses from the parent company were used to employees who couldn’t be trusted, and acted that way.
HR knew that to keep the good engineers they had to do something, so they showered us with bonuses. That worked for a while. I finally got so bored and fed up that I left (for another startup).