Hiring Engineers: Junior, Senior, or Boot Camp Graduates? Johnny Ray Austin Shares His Take SimpleLeadership Podcast

If you’re an engineer in a leadership role where you’re dealt with the task of developing teams, the hiring process can be daunting. Do you hire junior engineers that you can shape and mold? Or senior engineers who are experienced, but come with baggage? And how do you throw boot camp graduates into the mix? Johnny Ray Austin joins me to lend his thoughts on the hiring process, including what he looks for in an engineer. Don’t miss it!
Johnny is an experienced engineering executive and international public speaker. Johnny claims he got into leadership by sheer luck—but he ended up taking the leadership position and never looked back. He’s now the VP of engineering and CTO at Till, a company that helps people pay, stay, and thrive in their homes. 
Outline of This Episode [2:23] Johnny Ray Austin’s background in engineering [4:33] The biggest mistake Johnny’s made—and the lesson learned [7:35] Transitioning into leadership: Johnny’s top tips [9:58] Handling remote work amidst a pandemic [14:00] “The Death of the Full Stack Developer” [18:54] How do engineering leaders keep up with new technology? [24:50] Hire for strengths, not lack of weaknesses [20:57] Develop a hiring process based on your company [27:24] Junior engineer vs. senior engineer: which is better? [31:38] Advice for managers for coaching junior engineers at home [34:18] Why you don’t want to rush through the junior engineer phase [38:15] Bootcamp graduates: to hire or not to hire?  [41:10] Embracing the concept of radical candor “The Death of the Full Stack Developer” Johnny’s talk, “The Death of the Full Stack Developer”, was a culmination of what he's seen developing in the industry. He’s seen an evolution of people switching engineering midway through other careers. The people who are switching have a more difficult time because of the expectations that are placed on engineers to know it all. 
Catching up to everything that’s happened struck Johnny as silly. He can’t keep up with all of the new stuff out there. It also depends on our definition of “the stack” (It’s typically short-hand for front-end and back-end experience). 80% of people land on their website from a mobile device—but no one talks about mobile devices when they talk about the stack. 
The full stack encompasses a lot more than what we mean when we use the phrase. When you look at it that way, it’s unreasonable to expect someone to be an expert in the entire stack. The true full stack developer is dead and gone. Johnny is quick to point out that that doesn’t mean you can’t be good in multiple areas.
But you have to recognize that there are specialties. While you do want as much bang for your buck as possible when hiring, you can't burn people out. You have to set expectations accordingly. How do engineering leaders stay on top of new technology? Keep listening to hear our discussion. 
Hire engineers for their strengths—not lack of weaknesses Johnny points out that—as an industry—we assume that one hiring process is going to work for every company out there. But it’s up to you to find a process that works for you and your team. You have to take into account questions like: Can they grow into what I might need in a year? Or 18 months? Does your company align with their future goals? The paradox is that you need to stop hiring for the now—and hire for tomorrow—while still solving today’s problems. 
John screens a potential team member’s ability and willingness to grow with the company from the first phone call. He talks about their ambitions as a business and asks if the potential engineer can see themselves growing with that vision. Are they interested in leadership? Are they willing to mentor other engineers? What is their mindset regarding operational excellence? He’s honest about his expectations moving forward. 
Hiring engineers is a risky endeavor. Bringing on the wrong person can damage the team. Johnny