Onboarding New Software Engineers: A Comprehensive Guide
As a software engineering manager, one of your primary responsibilities is to ensure that new hires integrate seamlessly into your team and possess the necessary knowledge and skills to contribute effectively. This process, known as onboarding, typically encompasses three distinct stages: The Big Picture, The Process, and The Code. Each stage plays a critical role in the success of a new hire. In this article, we will explore the recommended timeline for a new software engineer to become an active participant in various guilds and technical discussions, as well as their contributions to story estimation.
The Three Stages of Onboarding
1. Stage I: The Big Picture
This stage focuses on the overall architecture and system design. A new hire should understand the high-level architecture, system design, and the technical roadmap. Understanding the big picture allows a new hire to contribute effectively in discussions regarding frameworks, technology decisions, and architectural guidelines. This stage is crucial for new hires to grasp the overall strategy of the team and the company.
Sample Timeline for Small Startups vs Large Enterprises
Small Startup: Typically, new hires should be capable of participating in these discussions within one month.
Large Enterprise: In a larger organization, it might take three months for a new hire to fully grasp the big picture and start contributing to these discussions.
Stages II and III: The Process and The Code
2. Stage II: The Process
This stage involves learning the development process, including code reviews, project management, and the specific workflows and tools the team uses. Sparring with team members about frameworks concepts and technology decisions falls into this stage. A new hire needs to understand the development process to contribute effectively in discussions about technical architecture and strategy.
3. Stage III: The Code
At this stage, a new hire is expected to contribute to the codebase, either by implementing features or fixing bugs. This stage is more technical and involves hands-on experience with the code. Discussions about specific feature implementation fall under this stage.
Participation in Guilds and Technical Discussions
When should a new hire start actively participating in guilds and technical discussions?
Small Startup: In the first month, a new hire can start participating in general discussions, but deeper contributions might not be expected until the first sprint.
Large Enterprise: Usually, it takes three months for a new hire to actively participate in guilds and technical discussions, especially in more complex organizations with established guilds and technical architecture.
Contributing to Technical Discussions and Story Estimation
4. When Should a New Hire Start Contributing to Technical Discussions?
Small Startup: After the first sprint, a new hire should be capable of contributing to technical discussions.
Large Enterprise: In a large enterprise, it typically takes six months for a new hire to fully understand the technical discussions and be able to contribute meaningfully.
Efficiency and Understanding of the Code Base
Understanding the codebase is a critical aspect of onboarding. If the code is well-structured, documented, and maintainable, a new hire can become proficient within a few months. Conversely, if the code is a mess with technical debt and poor documentation, it might take much longer, or the new hire might never achieve the same level of proficiency as an experienced team member.
Managers often claim that a good hire can understand the codebase quickly, but this is not always realistic. It can take 3–4 years for a new hire to fully grasp the complexities of a codebase, especially in larger enterprises. Unrealistic expectations often lead to disappointment and the hiring of countless unsuitable candidates.
Conclusion: Balancing Onboarding and Performance
Onboarding a new software engineer is a strategic initiative that requires careful planning and a realistic timeline. Managers should provide a clear roadmap for new hires, including the stages of onboarding and the expected timeline for each stage. It is crucial to balance the need for immediate contributions with the reality of the time needed for a new hire to become proficient and knowledgeable.
Ultimately, a well-managed onboarding process will result in a more productive and successful team. Managers should not sacrifice quality for the sake of speed, as the long-term benefits of a well-trained team often outweigh the short-term costs of taking more time to onboard new hires.