Ritvik Gupta


About Ritvik Gupta

Ritvik is a content writer with experience in writing blogs, website content, and social media copy. He has worked with fast-scaling startups such as GoMechanic and Pitstop. He also has his own automotive blog where he decodes the Indian automotive saga.

Most Googled questions about Turing Jobs
For Developers

‘How Do You Get a Job at Turing’ and Other Questions Answered.

Are you a developer having doubts about Turing Jobs? This article will clear all of your queries.

Are you a software developer looking for remote job opportunities with big tech companies? If yes, you might have already heard about us.  But if you haven’t, we’ve got you covered. This post answers six of the most Googled questions about Turing jobs to help you understand the organization better.

Let’s get started!

  1. Turing jobs: How do I get a job at Turing?

    We want to tell you that it’s easy, but it isn’t. You need to be highly skilled in the software or language of your choice for landing a job at Turing. You will also have to undergo a rigorous testing process that combines human vetting and AI systems to match qualified engineers with top US companies.
    The best part of all of this? You won’t have to worry about finding different remote software developer jobs and applying to them on various platforms. Turing will ensure that you get the best job opportunities through its Intelligent Talent Cloud without any hassle.
    With Turing, you can apply for jobs in over 100+ skills like React, Node.Js, Python, etc. As the project you’re working on nears completion, our team will match you with the next project within no time.
  2. What is Turing remote? Can developers work remotely with Turing?

    We are a Palo Alto, California-based deep jobs platform that is on a mission to match the best software developers from around the world with the top U.S. Silicon Valley companies hiring for remote positions. And thus, we are on a constant lookout for talented developers that have excellent coding skills and want to work remotely.
    Remote work offers several benefits. It gives you the freedom to choose when you work, where you work, and gives you the freedom to spend quality time with your family and friends. We want our developers to have all of that!
    All you have to do is head to Turing’s hiring page, sign-up for the vetting process, and successfully pass the tests to get matched for remote software developer jobs. Furthermore, you don’t have to pay anyone to find a job with Turing!
  3. Turing tests: How do I prepare for Turing?

    Applying for a remote job in the US requires you to have excellent communication skills. In addition to this, you must be able to understand and communicate in English.
    As a software developer, you should be knowledgeable of the advancements in your particular field. So, keep up with the latest trends. According to our experience, successful developers spend around 1-2 weeks preparing on coding practice platforms such as Leetcode, HackerRank, etc. Leveraging these platforms help in polishing your technical skills!
    Please note that you’ll be spending anywhere between three to six hours on the programming tests.
    Again, the tests aren’t easy as we pride ourselves on hiring the best talent worldwide. Our developers also recommend reading through code created by other developers, which are available on open-source platforms such as GitHub.
    Turing Jobs

    Most googled questions about Turing jobs: How to get started?

    Turing’s vetting process has the following steps:
    1. Upload your resume
    2. Get your work experience assessed
    3. Go through tech stack tests (Algorithm challenges)
    4. Take the coding challenge
      After this, you will receive an onboarding call from Turing. And don’t worry if you fail the first time. Many of our successful developers failed some of our tests when they first started.

      You will be allowed to take a retest after three months. This way, you’ll pick up right from where you left. We get a bit of backlash from developers who cannot clear the tests in their first attempt, but that’s okay. We suggest that you invest the three-month gap working on the test sections where you need improvement.

  4. Turing jobs: Is Turing only for developers?

    Yes, Turing is focused exclusively on matching talented software developers with top companies from the US. The company’s founders aim to make Turing the best place for software developers to work. And, we can accomplish this goal by aligning ourselves in one direction: creating the best remote jobs and work culture for developers around the world.
  5. Turing jobs: How much do Turing developers make?

    Turing Jobs

    Turing jobs: How much will you make as a Turing developer?

    Unsatisfactory salaries are one of the primary reasons for employee turnover. However, unlike many organizations, Turing believes that the true strength of an organization lies with its people—and great talent should always be well-rewarded.
    When it comes to the salary, tell us about your expectations. Then, together we’ll agree on your compensation. For reference, you can look at what Turing developers have to say about their salaries here.
  6. Is Turing a legitimate company?

    Yes, absolutely! We want to provide excellent remote opportunities to software developers around the world. As a result, we’ve achieved a high satisfaction rate amongst our developers so far. According to a recent survey, 96 percent of Turing developers were either “very satisfied” (82 percent) or “satisfied” (14 percent) with their jobs.
    What’s more, Turing secured a coveted spot on Forbes’ List of America’s Best Startup Employers for 2021. The organization ranked 6th in the Business Products and Software Services category and 16th overall on the celebrated list.     

We hope that most of your doubts have been cleared by now. Of course, it is not easy to become a Turing remote software developer, but you will be a part of a seamless and flexible working culture that many can only dream of once you join.  

Turing Jobs

Head to Turing Jobs page

You can become one of the top 1% of 1M+ software developers around the world by joining us. Still got questions? Do let us know in the comments section below or go through our help center.

If you’re a brilliant developer looking for remote software jobs, you should try Turing. Then, head over to our Jobs page to be a part of a global network of top software engineers.

Join a network of the world's best developers and get long-term remote software jobs with better compensation and career growth.

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By Nov 8, 2021
Salesforce CEO Marc Benioff Shares His Engineering Leadership Secrets
For Employers

Salesforce CEO Marc Benioff Shares Five Engineering Leadership Secrets

In this post, Marc Benioff, the CEO of Salesforce, shares five secrets to help engineering leaders build successful tech companies.

Marc Benioff started Salesforce out of his one-bedroom apartment back in 1999. Today, Benioff stands at a net worth of nearly $10 billion. So how did his idea revolutionize the IT industry? How was he able to become one of the most sought-after engineering leaders in the world? Let’s take a look at five rules that helped Benioff scale Salesforce into a multi-billion dollar company that several engineering leaders admire.

  1. Trust is the backbone of any business.

    Engineering leaders

    Engineering Leadership Secrets: Trust

    Benioff states that you cannot expect your employees to work efficiently without having trust within the organization. He adds that engineering leaders need to build trust with their company’s stakeholders and customers. If you cannot deliver on your promise as a leader, you will end up losing out on business, says Benioff.
    Keeping this in mind, he created a new department in his company called the ‘Office of Ethical and Humane Use.’ This department collects grievances from employees, stakeholders, and customers and shares them with Benioff directly.
  2. Adapt to change and focus on innovation

    Benioff emphasizes that all engineering leaders should create a work environment that enables employees to adapt to change. Engineering managers can also ensure this by hiring people with a willingness to face uncertainties.
    Like Facebook, Salesforce believes that a company can remain relevant by innovating ahead of time. The organization always has something up its sleeves, ready to be showcased at the right time. Benioff adds that a good leader will always push their team to innovate according to the market needs. A company should also foresee changes that might come in the future and be ready to adapt to them accordingly.
  3. Have the ability to execute innovation

    Having a brilliant idea is not enough to grow the business. An engineering manager must also possess the ability, persistence, and patience to execute the concept successfully.
    Benioff also suggests that engineering leaders should not get too attached to their ideas. Sometimes, the most exciting concepts are not fruitful when implemented. In these cases, engineering leaders should devise a new plan and move over to it to succeed.
  4. Learn to delegate your tasks

    What is the difference between an engineering leader and an engineer? A leader knows how to delegate tasks effectively. Benioff says that if you want your company to succeed, you must identify your skills and delegate tasks that are not in the area of your expertise.
    He emphasizes having the people you trust the most as a part of your innermost circle. For example, in Salesforce, Benioff delegated the marketing responsibilities and ensured that every employee played an essential role in the company’s marketing efforts.
  5. Give back to the world.

    Engineering leaders

    Engineering Leadership Secrets: Give back to the world

    Benioff believes that giving back to the community is as important as business growth. To prove his point, Salesforce donates a share of its products, equity, and employees’ time to the community’s betterment. This practice also helps boost employee morale. So let your employees utilize some of their working time to make the world a better place, suggests Benioff.

So, these were the five fundamental rules that Marc Benioff swore by while building the multi-billion-dollar Salesforce. To sum up, great engineering leaders always gain their employees’ and stakeholders’ trust, delegate tasks effectively, and are intelligent innovators. But, most importantly, they can first, adapt to change and are willing to give back to the community.

If you are an engineering leader looking for software developers to scale your team and contribute to the growth of your organization, Turing can help you. You can hire the top 1% of the pool of 1M+ pre-vetted experienced developers around the world with a push of a button. Visit Turing’s hire page now.

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By Nov 3, 2021
Full Stack Developers vs. Specialized Developers. Which software developer should you hire?
For Employers

Full Stack Developers vs. Specialized Developers: Whom Should You Hire?

Looking to hire software developers? You might have to pick between full stack developers & specialized developers. Whom should you hire? Read more to find out.

If you’re a manager looking to hire software developers, you’ll come across two options, Full Stack Developers and Specialized Developers. While one is a jack of all trades, the other is a full-blown specialist. Tech companies usually prefer full stack developers over specialized ones. So, should you follow the herd or go for software developers who are experts in their field? 

Let’s simplify this down for you. 

Here are the pros and cons of both, full stack developers and specialized developers: 

Who is a specialized developer?

A software developer who is an expert in a particular discipline is known as a specialized developer. A specialized developer, just like a full stack developer, knows the whole development process. But unlike the latter, a specialized developer will only focus on their particular area of expertise and offer all the solutions needed there. 

Who is a full stack developer? 

Software developers who can work on both—the frontend and the backend of a website or an application are known as full stack developers. Such software developers are well versed in areas like frontend development (Vue.js, Angular, Node.js, React), backend development (PHP, Java, NET), UI/UX design, markup languages (HTML and CSS), databases (Firebase, MongoDB, PostgreSQL, MySQL), software testing (TestComplete, Katalon studio, Postman, etc.), scalability, architecture, and the roadmap of a project. 

Full Stack Developers Specialized Developers

Specialized Developers: Pros and Cons


  1. High quality of work

    Since these developers are experts in specific disciplines, you can expect the best quality of work from them. And thus, a specialized developer may be able to produce more sophisticated results than a full stack developer.
  2. In sync with the latest developments

    A specialized developer is usually up to date with all the trends and development in their area of expertise. It is easier for them to shadow these updates as they’re focused on a particular part of programming and not the whole process.
  3. Dividing tasks among the team is easier

    When you are aware of the expertise of each team member, you can easily divide and designate tasks accordingly to it. This knowledge makes the allocation process a lot more effective and efficient, thereby saving time. 


  1. Expertise comes at a cost

    You will have to hire two different software developers for the frontend and the backend. This specialization increases the cost of hiring as a full stack developer can do both.
  2. Developers need to depend on each other outside their area of expertise

    Cross-domain dependency will always be a con of a specialized developer. A specialized developer cannot single-handedly complete the whole development process, and they’re dependent on other specialized developers to complete their tasks.

Full Stack Developers: Pros and Cons


  1. Know-it-all!

    A full stack developer is a jack of all trades. Ranging from frontend to QA and testing, such a developer can handle it all. Full stack developers can quickly identify issues across the process and resolve them without relying on specialized developers.
  2. Cost-effective

    A full stack developer can handle the frontend and backend of an app or a website on their own. This ability means you can get a full stack developer to replace two or even three specialized developers at a much lower cost.
  3. Offers flexibility

    While a specialized developer will have to stick to his area of expertise, full stack developers are well-versed with the service and the client-side, making it easier for them to switch between different domains and reduce the development time.


  1. They may not be in sync with the latest advancements in technology

    Now, it is not that full stack developers are not aware of what’s going on. But unlike specialized software developers, they have to work in various fields simultaneously. This generalization makes it challenging for full stack developers to be current on every technology they use.
  2. May not take full responsibility

    Full stack developers tend to work on various tasks simultaneously without distributing their work into smaller tasks. This tendency can result in confusion as no particular developer may take full responsibility for the job. And thus, it becomes difficult to keep track of the whole development process.

Now, the question is, how will you decide to hire between full stack developers and specialized software developers?

The answer to this question depends on various factors such as the size of the project, flexibility, budget, and quality. Let’s take a look at factors in detail.

  1. Size of the project you are working on
    Let’s say you’re a startup looking to hire software developers. In this case, you would want your team to work on a broader range of projects. Here, a team of full stack developers would be a better choice.
    But if you are looking to hire for larger projects, you’ll want specialized developers to work on assorted smaller tasks.
  2. How flexible is your project
    Your choice also depends on how frequently the requirements for your project will change. In case you have a project which has rigid requirements, specialized developers would be a better choice.
  3. The money that you are ready to spend
    As we saw earlier, a specialized developer will cost you more than a full stack developer. So, it all comes down to the budget you’re willing to spend on the hires. 
  4. The quality of work you’re looking for
    Full stack developers can work on various parts of a project, while specialized software developers are restricted to their area of expertise. However, this also means that the quality of the work is superior in the case of specialized developers. And so, if you are working on a project that demands the best quality of work, specialized developers will be your safe bet. 

Read the complete article here.

Still not sure if you should hire full stack developers or specialized developers?

Don’t worry! You can let our team of specialists analyze your requirements and match you with the top 1% from the pool of 700k+ professional software developers. There’s no risk. Turing offers a free two-week trial period to make sure your developers deliver to your standards.

For more information, visit Turing’s Hire page.

Tell us the skills you need and we'll find the best developer for you in days, not weeks.

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By Oct 4, 2021
Looking for software developer jobs? Here are 15 interview questions that technical leaders and engineering managers love asking during the recruitment process.
For Developers

Technical Hiring Managers Ask These 15 Questions during Interviews

Looking for software developer jobs? Here are 15 interview questions that technical leaders and engineering managers love asking during the recruitment process.

Are you nervous about an upcoming technical interview? If so, this post can make things a little easier for you. Here are 15 interview questions that technical hiring managers from different companies love asking their candidates and their rationale behind each of their questions: 

Could you tell us about a time you failed?

Starting with this question might come as a surprise for many. But, according to Megan Gray, team operations manager at Marxrent, this helps the interviewer analyze how the person overcame their past failures. He says: “Employees who hide behind failures waste time and cause confusion.” A true professional will admit to their mistakes, and more importantly, learn from them and move ahead. 

How does the Internet work?

“While this may sound like a straightforward question, the answer can tell you a lot about the candidate,” says Robert Gibbons, the CTO of Datto. For example, some candidates may choose to explain it as: “It’s like a post office. You send a letter and get a response back. Others will start with intrinsic details, like defining IP addresses, DNS servers, and so on. And thus, the answer gives the interviewer an insight into the candidate’s areas of focus.“

What qualities do you want in your manager or leader?

According to Margaret Freel, a recruiter at Tech Smith, this unorthodox question helps interviewers understand what management or leadership style is ideal for a particular candidate. This question also helps to identify if the candidate is self-aware and engaged in the job. Moreover, the interviewer can assess whether the company’s leadership aligns with the candidate’s expectations. After all, it’s the leadership that motivates employees to do their jobs effectively.

What are the recent exciting challenges you’ve overcome?

Tim Julien, VP of Engineering at Bonobos, says that this question can help calm down an otherwise nervous candidate. As the interviewer asks about the candidate’s problem, the latter controls what they say and reveal, making them more comfortable. Julien adds that the interviewer should dig deeper and learn more about the challenge faced by the candidate and not just the gist of it. 

How would your last coworkers describe you?

A question like this one forces the candidates to analyze themselves according to how their coworkers view them. Michael Boufford, VP of Engineering at Greenhouse, says that the answers vary from dependable to opinionated. This way, the interviewer delves deeper into why the candidate’s coworkers thought so about them. In addition, knowing about the candidate from a different perspective can help the interviewer analyze the latter’s compatibility with the peers. 

Why do you get up every morning?

This question gives insight into how the candidate’s passion aligns with their career goals. According to Miguel Quiroga, Head of Digital at Verizon Fios, startups have rapidly growing teams. And thus, this question explains whether the candidate will be a good fit for the fast-paced work culture.

What, according to you, makes an ideal coworker?

This question helps Nate Smith, co-founder, and CTO of Lever, analyze what the candidate thinks about the people they want to work with and whether they can differentiate between the strengths different coworkers bring to the team. A great candidate will answer this question with many details, while a good candidate will only offer skimmed information. Therefore, the interviewer can analyze if the candidate will be an exceptional or challenging coworker.

What is the first thing you do if you are not able to solve a problem? 

Annette Stone, Senior Manager of Recruiting at Wayfair Engineering, says that this helps analyze whether the candidates can manage a problem by themselves. For example, will they try to search for the answer independently or directly bring it to their managers? This question aims to help the interviewer determine if the candidate is good at solving problems.

What is your dream job?

If a candidate is not excited to talk about their dream job, how can they be keen to work on the job they are interviewing for? This question has no correct answer; it’s more about how honest the candidate is while answering it. It tells you a lot about the candidate [than their resume], says Sara Hetyonk, Talent Acquisition Manager at Ontraport. It also reveals the candidate’s long-term plans and goals.

Have you been working on a side project?

Brain Pugh, VP of Engineering at Lucid Software, states that if a candidate is working on a side project, it is a good indicator of their passion for coding. And as the code is often public, the interviewer can check the quality of the code written by the candidate.

When you start a new project, what is your process for doing it successfully?

Matt Doucette, Director of Global Talent Acquisition at Monster, has six P’s that he looks for in a candidate through this question, Purpose, Plan, Process, Persistence, Persuasive communication, and Pride. He wants to know why the candidate chose what they do, how they plan to do it and involve others, how they will deal with success and failure, etc.

 When did you start programming, and what was the first thing you built?

This question is not to check the candidate’s skill level but to gauge how excited they are to describe a significant moment in their career. Harj Taggar, co-founder and CEO of Triplebyte, says that he checks the candidate for fundamental communication skills through this question. He also adds that this question allows the candidate to shine in the best way possible.

Have you gone through our website? What can be improved?

Kenn Peters, Director of People at Vettery, says that the above question is crucial as it shows how much the candidate is interested in the company. It also highlights whether the candidate can think about the product from a builder’s perspective and not just the user’s perspective. Frequently, candidates fail to look at the website. Failure to look at the company website should be a red flag for the interviewer.

What has motivated you to take out time to talk to me? 

Tech jobs are always in demand. Hence, the top-tier tech professionals have the option of choosing their pick of employers. Thus, it is essential to know what the candidate is looking for in the organization. Emoke Starr, Head of HR at Prezi, says that asking the candidate about their motivation helps them match the company’s offering to the candidate’s needs.

What have we missed about you that you want us to know?

Through this question, Courtney Graham, Senior Director of HR, ReadyTalk, tries to understand why candidates want the job and not just their qualifications. According to Graham, everyone—even the most technical people—should possess selling skills as they are critical in real life. So, candidates who are passionate about the job can always answer this question up to the interviewer’s expectations.

The above questions help hiring managers to analyze candidates on a level deeper than their technical skills. By preparing for them, you can help boost your confidence and get rid of some uncertainty before the interview. Remember, as these questions analyze your life skills and ability to adapt to the work environment, it’s a good idea to be honest with your answers. 

Read the complete article here.

If you’re a brilliant developer looking for remote software jobs, Turing may be able to help you very quickly. You can start applying for jobs in any of these skills. You can also head over to the FAQ page to know more!


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By Sep 20, 2021
Engineering Recruitment: Stripe's Former CTO on How to Get the Best Talent For Your Company
For Employers

Stripe’s Former CTO on How to Get the Best Talent for Your Company

Are you planning to hire software engineers or developers for your company? Take a look at how you can make the process more efficient and hire the best talent in the industry.

Hiring the right candidates for an organization is a challenging task. Greg Brockman, the founding engineer and former CTO at Stripe, a well-known engineering team in Silicon Valley, shares how the organization has been able to attract and hire the best software engineers through the years. Engineering recruitment can yield best talents if done correctly.

Here are the key takeaways:

Engineering Recruitment: Choose the right hiring channel

Stripe has four hiring channels. The first channel is Referrals. The organization has recruited some of its best talents through its referral system. Brockman says if you can tap the network of your first ten hires, you have broader chances of meeting some talented candidates. So get your engineers to list down the best people they’ve worked with and get them to work with you. 

The other two channels are Inbound and Outbound. If you are looking to create a developer-focused product for the Outbound channel, you will have to look around you. Analyze the community and choose what’s best for your business. “Be sure to create stimulating events for this community as it will help you identify the most promising individuals,” he adds. The Inbound channel includes the people who try their luck by emailing you after going through your careers page. 

The last channel is Recruiters. This channel sends a lot of people your way when you’re hiring. However, they’re not the “A+ talent” you’re seeking. And hence, Brockman says that one can have a hard time sourcing the right candidates through this channel.

Build a brand so that great people get convinced to join your company

When you’re marketing a product or service, you do it in such a way that makes people want to buy from you. The same goes for engineering recruitment. You will surely come across talented individuals who are already in demand in the market. The best way to get them to join your company is to build a brand that resonates with their aspirations. The right candidate should be confident that you are building something big, and they’ll be happy working with you. 

Brockman also emphasizes transparency. A candidate will want to know about the company’s work culture, finances, and much more before joining. So, he suggests that employers should be as open as possible during the hiring process as it will help boost the candidate’s trust in their company. 

Focus on distinguishing Great from Good

Hiring someone just because they have worked in Google previously does not guarantee a good fit for the job. Brockman reveals that Stripe has had a bad experience every time they’ve made assumptions about someone’s ability. 

Hence, the organization prefers getting references from people they already know.

In addition to this, Stripe uses a collaborative hack project — prepared in advance to ensure that they’re well suited for someone’s interests and skill set. 

Hire people, not just the skill-set

If you plan on hiring someone, don’t hire them just because they have the skill-set you need. Instead, analyze whether the person will fit into your company’s work culture. Stripe uses ‘The Sunday Test’ for this. If a person is in the office on a Sunday, will it restrict you from coming to the office and working with them? If the answer is yes, the candidate is not suitable for your company’s work culture. 

Keep in mind that the first hire in any department is crucial for the success of your company. That person will be responsible for building a team and inspiring the members to work with them, explains Brockman.

Last but not least, he adds that recruiters should trust their instincts. If you think a person might not be the best candidate for the role you’re hiring, you, most probably, are correct.

To sum up, recruiting the best talent is all about using the channel that works best for you, learning to distinguish exceptional from good, building a brand so that the right people feel compelled to work with you, and trusting your gut. With these practices, you can ensure that you hire people that align with your organization as a whole. Brockman concludes that these practices may lengthen the whole hiring process at times, but, in the end, the results will be fruitful. 

Read the complete article here.

Are you struggling to vet software engineers/developers on your own? Turing can help. Turing’s automated platform lets companies “push a button” to hire senior, pre-vetted remote software developers. Access a talent pool of the top 1% of 700K+ developers with strong technical and communication skills who work in their time zone. There’s no risk. Turing offers a free two-week trial period to make sure your developers deliver to your standards.

For more information, visit Turing’s Hire page.


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By Sep 16, 2021
Amazon Leadership Principles for Building an Invention Machine
For Employers

Amazon’s Success Formula for Building an Invention Machine

Amazon explains how it drives invention through the following leadership principles: single-threaded leadership, working backward, and uniform mechanisms.

Amazon’s success story and customer-centric approach are well known.  Colin Bryar, former Amazon VP, and Bill Carr, ex-Amazon VP of digital media, dive deeper into the pillars of Amazon’s success in their book, ‘Working Backwards.’ The book reveals that the e-commerce giant’s success cannot be credited to a single practice but to the system that Jeff Bezos and the leadership team have created along the way. 

Let’s take a look at key takeaways: 

Innovation takes time

If you want to build a product that is not your core business, you cannot just brainstorm a quick idea and put it out for the public. For example, AWS grossed $10billion in just four years, but it took around 18 months before engineers started working on codes. According to Carr: “More so than most companies, Amazon thinks about creating value for customers, focusing specifically on how they can create unique and distinct products.”

Colin adds: “Moving fast isn’t about moving quickly, throwing stuff over the fence, or launching it in an app to see how it sticks. Instead, stopping to think about the value you’re trying to create for the customer and the problem you’re trying to solve is essential, especially when you’re moving into a brand-new area.” 

If you are building a company or as Bryar likes to call it, the invention machine, you need to analyze what your customer needs and if your product will be of value to them. 

Focus on what customers want and not what you can provide

Most business schools teach how to build a business around your skillset. But Amazon takes a different approach.

The organization had $5 billion in revenue back in 2004. Despite the massive figure, Bezos invested in digital media, seeing iPods’ growing popularity. In addition to this, he pulled Carr and his boss, Steve Kessel, off the physical media business and instructed them to focus on digital media. 

This management decision led to the birth of the Kindle. The device was not outsourced but built in-house. The device solved a critical problem: easy access to e-books. It took three years for Kindle to launch, but over time, Kindle became a go-to device for book readers with a collection of more than a million books.

Single-threaded leadership

Amazon believes in being stubborn on the mission but flexible on the details. The company has an approach of single-threaded leadership. The system suggests that a person responsible for one product should not have to worry about anything else. 

One example of this approach in action is Amazon Prime. Jeff Wilke, former CEO, Amazon, made one of his strongest VPs step down from a huge role in operations to focus solely on Prime. After this change, the whole team was in place, the team finalized the product, and launched the program in just a matter of months. 

Start from the end

Usually, companies brainstorm on an idea, make mockups, test the products, and launch it to the public. This process can have two outcomes: The product can be a huge success or a dud failure. 

Amazon believes in the building by working backward. Rather than spending time conceptualizing a product, it starts with the customer. The team drafts a series of press releases, conducts surveys, evaluates the responses, and builds the product around the answers. Then, they create a roadmap and assign tasks accordingly. 

Similarly, Amazon emphasizes spotting the potential hurdles earlier in the development process. Bryar says that it’s much cheaper to address a set of questions upfront than to counter the issues at the production stage. 

He lists down a few questions that leaders should ask themselves before starting on a new product: 

  • How well can the product scale?
  • What are the key areas which can cause the failure of this product?
  • What amount of failure is acceptable?
  • Is the product reliable?

These questions can help leaders understand what can hamper the growth of their product and what can help it succeed. 

Intentions don’t work, mechanisms do

Bryar reveals: “When we ran into an issue or a problem, Bezos would always ask, ‘Do we have a mechanism in place, so it doesn’t happen again?” And hence, Amazon builds mechanisms to overcome challenges. It uses the ‘5 Whys’ method to find the root cause of the problem, just like Toyota. 

According to the method, it usually takes five ‘Whys’ to reach the root cause of an issue. Then, when a counter-measure becomes apparent, you follow it through to prevent the issue from recurring. Finally, leaders can go a step further using a sixth, seventh, or even eighth ‘why’ if the problem is too complex. 

Another mechanism that the organization borrowed from Toyota is the ‘Andon Cord.’ This method consists of a pull cord that workers can activate to stop the production and warn management in case of a significant issue. Similarly, if multiple customers face the same problem with the same product, Amazon pulls the Andon Cord on the product until they fix the problem. 

In addition to this, Amazon believes in measuring the metrics that matter. To boost output, the organization closely monitors customer satisfaction, average delivery time, number of orders, new items in stock, etc. 

The e-commerce giant has launched various products since its inception, all of them highly successful. Leaders often look at the bigger picture when growing a company. However, the executives at Amazon prefer diving deep into the details of the business. As Bryar says, “Deep diving is not micromanaging – it’s staying on the top of the details of your business.” And thus, Amazon keeps its horizontal array of businesses afloat using its own set of carefully curated strategies. 

Read the complete article. 

Excellent engineers are intrinsic to incredible inventions. Are you looking to hire skilled software developers to scale your team? Try Turing. Turing is an automated platform that lets companies “push a button” to hire senior, pre-vetted remote software developers. Firms can hire from a talent pool of 700K+ developers with strong technical and communication skills who work in their time zone.

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By Sep 3, 2021
Software engineering companies work culture
For Employers

Netflix, Facebook, GitLab, Basecamp, and Buffer Swear By These Workplace Values

Freedom and transparency lead to greater employee engagement in software engineering teams. Tech companies have molded their workplace according to these values.

A good work culture gives equal growth opportunity and voice to every employee. Daniel H. Pink, a renowned author, who has penned several books on workplace culture, says that employees are happier and more productive when they have autonomy, mastery, and purpose in their work. Successful tech companies across the globe have modeled their culture, keeping these principles in mind.

Let’s take a look at five such companies: 

Netflix: freedom and responsibility go hand-in-hand

Netflix has a unique engineering culture where every developer is accountable for what they write— they run their program and fix issues if any. As a company, Netflix is known for the freedom it gives its employees.

In addition to this, the online streaming platform has no policies on vacations or clothing. Employees take as much leave as they want; the company doesn’t keep track at all. 

Netflix hires people based upon nine values: Judgement, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It believes that when responsible people get freedom, they thrive on it, supporting a culture of creativity and self-discipline. 

GitLab: praise in public, criticize in private

GitLab follows a ‘dogfooding’ process. The employees at the company use their products to see whether they’re useful in real-life situations. What’s more, the company doesn’t overlook boring ideas when they come to the table. On the contrary, it cultivates boring ideas because it believes they result in easy maintenance. 

In addition to this, GitLab envisions a workplace where caring for others is a priority. As a result, the remote-first organization ensures that all employees share positive feedback publicly and relay negative feedback in the smallest setting possible. GitLab also believes in creating a culture of diversity, inclusion, and belonging where everyone can thrive. 

Facebook: adapt and improvise

Facebook believes in ‘releasing fast, failing fast, and learning fast.’ So, taking inspiration from Mao Zedong, the social media giant created a ‘Little Red Book’ that contains the core values that drive the company. For example, one page from the book reads: “If we don’t create a thing that kills Facebook, someone will.” And thus, the California-based company motivates its employees to be a part of their fast work culture, knowing that greatness and comfort cannot coexist.  

Another page from the book reads: “There is no point of having a 5-year plan in this industry. With each step forward, the landscape you’re walking in changes.” Subsequently, the organization believes in creating and working towards 6-month plans based on its vision for the next 30 years. 

Buffer: transparency is the key

Buffer is on a mission to thrive through transparency. All the insights related to revenue, salaries, code, etc., are open to the public on Buffer’s transparency page. One can also look at how its employees’ wages are calculated and give feedback for the same. Buffer even reveals how it spends its earnings. The company states that for every 10$ dollars you pay, just $0.46 is the actual profit. 

Apart from this, the organization is keen on celebrating diversity. It maintains a diversity dashboard that lays out all its employees according to their gender, ethnicity, language preferences, and much more.

In addition to these values, Buffer promotes positivity and self-improvement and encourages its employees to work smarter and not harder. 

Basecamp: work-life balance is essential

Basecamp bases its core values on excellence, experimentation, honesty, and kindness. The organization has less than 50 employees to reduce complexity and promote efficiency. In addition, it nurtures a culture of charity and encourages its employees to give back to the world.

One of the organization’s areas of focus is employee happiness and health. Supporting this concept, Basecamp has summer hours from May 1 to August 31, during which employees observe a 4-day work week from Monday till Thursday only. The company also provides a monthly fitness stipend, massage allowance, and a community-supported agriculture allowance encouraging employees to buy local produce. Similarly, it encourages its employees to have a maximum of 40-hours of work per week and 8-hours of sleep a night.

A strong work culture ensures that good talent is appreciated and retained in the workplace. Freedom, responsibility, transparency, employee well-being, and giving back are some of the significant pillars of the work cultures of some successful companies across the world. Taking inspiration from these values, organizations can build a culture that promotes organizational and employee growth. 

Read the complete article.

Are you looking to hire skilled, pre-vetted remote developers that will align with your work culture seamlessly? Turing can help. Turing’s automated platform lets companies “push a button” to hire senior, pre-vetted remote software developers. Firms can hire from a talent pool of top 1% of 700K+ developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page.

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By Aug 23, 2021
Creating personal branding is necessary for individuals as well as companies
For Employers

Here’s Why Tech Companies Should Not Ignore Personal Branding

Personal branding helps engineering companies establish themselves as thought leaders in the field, create a loyal audience base, and build a solid network.

Do you fear that creating a personal brand as an employee will affect your job? Or are you an employer who doesn’t want employees to build their brand because it might not align with the company’s culture? This post will help you address these concerns. 

Anjuan Simmon, an engineering leader, and public speaker has created a guide on why and how organizations should incorporate personal branding into their culture. 

Here are the key takeaways:

Show your work and scale your brainpower

A quote from Simmons’ Twitter thread reads: “One reason I started speaking at tech conferences is to “show my work” and try to portray the thoughtfulness and deep understanding I have about working in software development.” The public speaker emphasizes that this way, you can present your skills in front of a larger audience and enhance your communication skills in the process. 

Simmon also states that it’s essential to create a backup brain that can act as an automatic responder for queries that come your way. In his case, the backup brain is his blog. People can learn about his work and areas of expertise through his blogs. 

Don’t miss free training and create a more comprehensive recruiting network

Simmons says that when you sign up as a public speaker, you learn about various technologies from people using them or who have created them. You get to learn about what is working in the industry and what improvements you can make. You also gain insight into the innovations going around— all of this, at no cost whatsoever! The engineering leader turned speaker has attended many seminars and has been able to bring some good ideas to their company. This way, personal branding efforts can aid company growth. 

He recalls one such instance: “I attended a conference where an engineer discussed how they use a sponsorship spreadsheet to document the ways they support every engineer at their company. I loved the idea and presented it to my boss, and she empowered me to implement the same at Help Scout.” 

What’s more, such events can also help you land good talent for your company. “I’ve always got my hiring manager hat on at conferences. I meet all sorts of people looking for new opportunities, and I’ve placed roles based on people I’ve met. It’s increased my pipeline tremendously,” Simmons explains. 

How to develop a talk that can enhance your branding?

People don’t like robots speaking in front of them, no matter how interesting the topic. Simmons suggests that you should develop a funny and friendly talk so that the listeners can relate to it. Make it as factual as possible. He also suggests using relevant and engaging images in the slides to ensure accessible content consumption. This way, you will be able to convey your message without losing the attention of your audience. 

The engineering leader also takes inspiration from the stand-up world. He believes that every speaker should understand and analyze their audience before going ahead with any session. A joke that works on one set of the audience might not appeal to the other. And thus, it is crucial to tailor your pitch according to the audience present.  

Put it all together and practice

Good things take time. Learn from your experience and mend your mistakes. Identify what worked and what was not in your favor. Focus on creating a brand that is a reflection of your work. 

Simmons recalls his experience where some companies he had worked with were not in favor of personal branding. He firmly believes that if a startup is reluctant to have their employees establish themselves as a brand, they are missing a huge opportunity. “Over the past five years, most companies I’ve worked at were very small. But I’m on the speaker list next to people who work at FAANG companies — it lends credibility to be out there, flying your startup’s flag,” he explains. 

Company executives need to be openly supportive and vocal about employee engagement in personal branding. This practice helps employees know that they are part of a work culture that supports organizational and personal growth. Most importantly, personal branding through public events can significantly augment an organization’s credibility. It can also help organizations establish themselves as thought leaders in their fields, create a loyal audience base, and build a solid network of influencers to grow their business. 

Read the complete article.

Want to rise as an engineering leader in your field and boost your team’s performance? Turing can help. The company’s automated platform enables you to hire and manage remote software developers vetted for a Silicon Valley standard with just the “push of a button.” With Turing, companies can hire from a talent pool of top 1% of 700K+ developers with excellent technical and communication skills who work in their time zone.

Visit Turing’s Hire page for more information.

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By Aug 13, 2021
Employers and employees in a remote work tug of war
For Employers

The Great Remote Work Standoff Between Employers and Employees

Ninety percent of employees want to continue with their remote working jobs. Yet, a large number of employers still want workers back in the office, full-time.

Do your employees favor remote work? If so, are you in agreement? A poll by the Best Practice Institute revealed that 83 percent of employers want workers back in office full-time, while just 10 percent of employees share that preference. 

In this article, we study the growing disconnect between employees and employers on the future of work and hear what experts from Amazon, Cushman & Wakefield think:

Only 10 percent of employees are interested in returning to full-time office work

Studies show the newly-theorized “COVID Anxiety Syndrome,” characterized by fear of public places and obsessive cleaning, may prevent people from reintegrating into daily life even after COVID subsides. Moreover, returning to work is sparking panic among such workers, with 66 percent of employees concerned about the health risks it could pose. 

Workers across pay grades and industries like software development, analytics, legal administration, and corporate office work are also expressing worry over the time and effort needed to revert to working at the office. For most people, remote work is a significant change from white-collar, in-office culture, which always considered personal responsibilities secondary to work. Whereas when people work from home, they typically have the freedom to adapt their work to the realities of health, family, and even disability, allowing employees to balance their personal and professional lives. 

But what if employees aren’t permitted to work remotely? Over half the workers surveyed by PwC said they’d refuse to work for companies that don’t offer any workplace flexibility. Forty-one percent of employees will even endure a salary cut to work remotely.

Meanwhile, 83 percent of CEOs want employees back full-time 

Despite pushback from workers, some employers are keen to reopen offices permanently. However, Sandeep Mathrani, CEO of WeWork, told WSJ that only the least engaged employees are comfortable working remotely. 

Cathy Merrill, CEO of Washingtonian Media, wrote that employees who prefer permanent WFH risk being demoted to contractors, losing money, benefits, and status. Her op-ed drew public backlash from Twitter users and Washingtonian staff, who refused to publish content for the day in protest. 

Similarly, Goldman Sachs executive David Solomon characterized remote work as “an aberration to be corrected as quickly as possible.” Urs Holzle, a senior Google executive, who once opposed remote work opportunities for the company’s lower-ranking employees, has relocated to New Zealand to work remotely. 

Amazon, Cushman & Wakefield leaders believe talent will win 

Leaders from global enterprises like Amazon, Cushman & Wakefield shared their thoughts on post-pandemic workplace transformation at Turing’s Boundaryless: #ScalingPostPandemic conference. Gabe Burke, Managing Director at Cushman & Wakefield, said, “If the talent insists on hybrid or remote working models, then most companies will eventually give in to their needs.” Hetal Shah agreed, saying, “Companies that don’t provide flexibility will see an increase in attrition. The loss of skilled employees will drive change.”

Additionally, Gabe cited a Littler survey to emphasize this disconnect: 71 percent of employers believe most employees prefer hybrid work. Yet, only 4 percent believe that workers would similarly choose full-time, in-office positions. Despite that, nearly 30 percent of employers are planning to have employees return full-time.

There is a clear gap between what employees and employers want when it comes to remote work. Some companies have already embraced the future of work while others are sticking to the in-office status quo. However, the expert consensus is that employers will eventually go remote to hire and retain the best talent.

Read the complete article. 

Turing is an automated platform that lets companies “push a button” to hire senior, pre-vetted remote software developers. Firms can hire from a global talent pool of top 1% of 700K+ developers with strong technical and communication skills who work in their time zone.

For more information, visit Turing’s Hire page. 

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By Jul 28, 2021