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Comment by dbcurtis | Hacker News Reader

Paying for equal performance on the measurable aspects of the job is easier to do than putting a value on institutional knowledge. As an old bird that has had time to internalize the tech stack, I can make one comment along the line of “Don’t do that, and here is why...” — getting that kind of contribution noticed and valued is harder.

Parent comment is really saying to find a way to put a value on institutional knowledge.

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From my experience, I see institutional knowledge as a double edged sword - it can save you from some mistakes but, very often, it's also the thing standing in the way of progress.

I don't think I can count how many times I've seen a really poorly designed solution causing real pain, and everyone even knows it's bad, but it will never change until X leaves the org, which they have no intent of doing until they're rolling out on a stretcher. Usually X has been there a long time and knows everyone - often they've created enough messes that only they understand to avoid getting laid off. Heck, if the messes are big enough, they can even look like an above average performer to people who aren't overly familiar - generally never top of the stack though, as that might get them asked to take on more work.

Usually in such cases institutional knowledge has a better chance of answering the question what causes the pain and how to fix it and what are tradeoffs.

> From my experience, I see institutional knowledge as a double edged sword - it can save you from some mistakes but, very often, it's also the thing standing in the way of progress.

I can’t agree with you more. Having a combination of individuals with historical knowledge and new individuals with fresh perspectives can be so refreshing. We recently hired an external architect on the team. She’s great technically. However, I would argue her greatest contribution is fresh perspectives. She suggests ideas others (include me) hadn’t considered due to past negative experiences with team X or Y. By not being as aware of past histories or projects gone bad, she can encourage us to rethink things.

> it's also the thing standing in the way of progress.

The luddite attitude is orthogonal. Does it happen? Sure. But I also have the expectation that senior staff should be identifying the New, Better Way all the time. And are well-positioned to measure “better”. It is part of providing engineering leadership. An old bird that isn’t keeping up needs a job performance message.

Person A didn't do the unwise thing because they knew the system inside out.

Person B did an unwise thing and spent the weekend working to fix the consequence.

If the problem was subtle and management didn't immediate corelate the action of Person B with the problem, they are likely to profusely praise Person B's working their asses off to save the company during the weekend.

On the flipside, if the company only contains A kind of people or if A people are too influential, it's likely that you'll stick in a local optimum where people are not incentivized to try out new things that may fail but may also succeed.

I mean isn’t that why vesting cliffs exist? I’d extend them to be for far more money but over far longer if I was the employer, but the job market won’t bare it.

That's actually a really good idea. Reuse an already common tool to reinforce what you want. If you stay here longer than your 4 year cliff we'll refresh you at 1.5x the last schedule. That's about what a company would end up dumping into a person's salary who is tenured anyway.

There's also the military approach where there's a clock and you either get promoted or you are out. And then it repeats. Languishing isn't really allowed as an option.

If a job/task only requires entry level skills, why are senior employees doing them?

Isn't that what Netflix does - or at least doesn't really permit for having an off-year?

Not at all. In fact, Netflix didn't even have levels until very recently. When I worked as a management consultant, about half of people left the company every two years at each promotion gate. Netflix's turnover was far, far lower.

This is often called up or out, too. Many/ most consulting companies do it.

Yes and the parent to yours is saying that leadership are the ones not capable or willfully opposite to > noticing and valuing

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