As CTO, Raj Yavatkar is responsible for charting Juniper Networks’ technology strategy by executing the company’s innovations and products for intelligent self-driving networks, security, mobile, network virtualization, packet-optical integration, and hybrid cloud.
work and usually command big salaries. have rarely been in higher demand. Organizations’ need for technical talent is skyrocketing, but the supply is limited. As a result, software professionals have the luxury of being very picky about where they
In 2020, the U.S. had nearly 1.5 million full-time developers, who earned a median salary of around $110,000, according to the Bureau of Labor Statistics. Over the, the federal agency estimates, developer jobs will grow by 22% to 316,000.
But what happens after a developer or developers and engineers stink at managing their careers.that sweet gig? Can they harness their skills and and challenging new directions? Do they understand what it takes to up the ladder? Are they merely doing a job or cultivating a rewarding professional life? To put it bluntly, many
These kinds of questions have gnawed at me throughout my 25 years in the. To put it bluntly, I’ve long noticed that many developers and engineers stink at managing their careers.
It’s simply not a priority for some. By nature, developers delight in solving complex technical challenges and objectives. Care for their careers may feel unattractively self-promotional or political — even though it’s neither. Charting a career may feel awkward, or they don’t know how to proceed.
Companies owe it to developers, engineers, and themselves to give these key people the tools to understand what it takes to be the best they can be. How else can developers and engineers be assured of continually great experiences while constantly expanding their contributions to their organizations?
Developers delight in solving complex challenges and working hard toward their company’s objectives. Care for their careers may feel unattractively self-promotional or political — even though it’s neither.
Coaching and mentoring can help, but I think a more formal management system is necessary to get the wind behind the sails of a companywide commitment to making developers and engineers believe that, as the late Andy Grove said, “Your career is your business, and you are its CEO.”
That’s why Ifor developers and engineers when I was an Intel Fellow at Intel between 2003 and 2013. Through training sessions and HR processes, this framework has been put into practice at the three following companies I , VMWare, and, now, Juniper Networks.
The model is based on a principle that every developer can relate to:advancement as a software project. That’s right, by thinking of career , developers and engineers can gain a holistic view of where they are in their professional lives, where they want to go, and the gaps they need to fill.
Step 1: Functional specification
In software development, a team can’t get started until it has a functional specification that describes the app’s requirements and how it is supposed to perform and behave. In my model, folks begin by assessing the “functionality” expected of someone at their next career level and how they demonstrate them (or not). Typically, a person gets promoted to a higher level only when they already show that they are operating at that level. Why should a career be any different?