# employees Published articles for employees. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## What Really Motivates tech Employees? DevFeed: [What Really Motivates tech Employees?]() Original publisher: [Read original article]() Author: j2sw Published: 2026-07-23T13:54:00Z Content type: opinion Language: en Sources: [Justin Wilson (j2sw)]() Topics: [Job](), [Learning]() Tags: [100percent-human](), [employees](), [go](), [money](), [motivation](), [non-ai](), [tech-worker](), [technology-industry-commentary](), [work]() ### AI overview The article argues that employees are motivated by different factors, including promotion, predictable schedules, challenging work, stable income, compensation, personal time, flexibility, and opportunities to learn. It suggests that managers should understand individual motivations rather than assume everyone values the same incentives. ### Source excerpt It's time to take a break from all the technical posts and get down to human basics. This is a nice break from the fun, but sometimes dry, technical mumbo jumbo I spout off here. I have worked with enough people over the years to realize that there is no single reason people come to ... Read more The post What Really Motivates tech Employees? appeared first on Justin Wilson (j2sw). ## Put scope on your resume DevFeed: [Put scope on your resume]() Original publisher: [Read original article]() Author: hi@swizec.com (Swizec Teller) Published: 2026-03-04T00:00:00Z Content type: opinion Language: en Sources: [Swizec Teller]() Topics: [Job](), [Ansible Roles]() Tags: [employees](), [individual-contributor](), [manager](), [resume](), [scope]() ### AI overview An opinion article argues that resumes should emphasize the scope and impact of a person's work rather than relying on job titles. It recommends explaining responsibilities, stakeholders, results, progression, and measurable context such as company revenue or employee count. ### Source excerpt Your resume titles don't matter. Just tell me what did you do. ## Designing a Digital New York Times Museum DevFeed: [Designing a Digital New York Times Museum]() Original publisher: [Read original article]() Author: The NYT Open Team Published: 2025-10-15T18:30:40Z Content type: article Language: en Sources: [New York Times]() Topics: [digital](), [Requirements](), [navigation]() Tags: [archive](), [design](), [employees](), [intern](), [navigation](), [product](), [product-design](), [remote](), [requirements](), [sessions]() ### AI overview Five product design interns describe designing a proof-of-concept virtual museum that brings The New York Times' internal museum to remote employees. The article covers their research, requirements, user flows, navigation, onboarding, and artifact-page design. ### Source excerpt How five product design interns created an award-winning virtual museum experience for employeesIllustration by Lucas Burtin By Nuoran Chen, Mina Chung, Frannie Ello, Christina Su, and Bella Rinne A key element of The New York Times Product Design Internship Program is a cohort project where all the interns work as a group to create a deliverable that is presented to the entire product design team. We, the summer 2024 cohort, were tasked with designing a proof-of-concept that brings the internal company museum in the NYC office to remote employees. The Times Museum is home to multiple artifacts where visitors can freely roam from each display to understand how their stories intertwine. From an official letter authorizing the publication of the leaked Pentagon Papers to physical effects of our war correspondents, each display is unique and speaks to the history behind The Times' mission to bring independent journalism to all. Our group began our work with a tour of The Times Museum led by retired journalist and museum curator, David W. Dunlap. On this tour, David guided us through each artifact in chronological order, describing the stories behind each piece and additional facts that were not fully captured with labels. His guided tour was essential for understanding the details behind The New York Times history and journalistic evolution. This tour informed two key requirements for the virtual museum. A guided tour with pathways for autonomous exploration: Visitors should experience the museum in order as it was curated while also being able to explore independently. Highlight important artifacts: We want to reduce the cognitive load for visitors and prominent artifacts so visitors are not overwhelmed when they enter the virtual museum. With these defined requirements, we began the design process. We held multiple brainstorming sessions to prioritize features and propose user flows in this virtual museum, but quickly found ourselves at a roadblock. For many weeks, w ## Deciding Which ICT Tasks to Keep In-House or Outsource DevFeed: [Deciding Which ICT Tasks to Keep In-House or Outsource]() Original publisher: [Read original article]() Published: 2024-03-02T16:30:55Z Content type: opinion Language: en Sources: [Bert Hubert's writings]() Topics: [service](), [Server](), [amazon](), [cloud-infrastructure]() Tags: [amazon](), [autonomy](), [employees](), [management](), [organizations](), [outsourcing](), [servers](), [service]() ### AI overview This opinion article discusses how organizations decide whether to keep ICT tasks in-house or outsource them. It argues that prolonged indecision can lead to the loss of internal expertise and recommends making deliberate decisions while retaining a smaller core ICT team. ### Source excerpt The short version: organizations often hesitate for many years before outsourcing tasks, particularly in the field of ICT (Information and Communication Technology). During those years, valuable ICT employees leave because constantly justifying their own existence is frustrating. In the long run, something will eventually go wrong, making the decision to outsource much easier: "We can't and don't want to do this ourselves anymore." However, by hesitating for so long, you have created the situation yourself. ## The Importance of Developer Productivity in a Recession DevFeed: [The Importance of Developer Productivity in a Recession]() Original publisher: [Read original article]() Author: tobi@techunicorn.builders (Tobias Mende) Published: 2022-11-26T13:30:00Z Content type: opinion Language: en Sources: [Tobias Mende]() Topics: [developer-productivity](), [Tooling](), [builds](), [Monitoring](), [Software]() Tags: [builds](), [culture-software-development-team-topologies-technical-leadership-developer-productivity-engine](), [developer](), [developer-productivity](), [employees](), [monitoring](), [pipelines](), [productivity](), [software](), [tooling]() ### AI overview An opinion article argues that developer productivity becomes especially important during a recession, when companies cannot solve inefficiency simply by hiring more people. It recommends preserving specialized developer productivity teams because removing them can lead to slower builds, flaky pipelines, worsening tooling, and reduced focus on product development. ### Source excerpt The Importance of Developer Productivity in a Recession When times get rough, companies and investors get more cautious with how they spend and invest their money. Many companies reduce their spending on employees and salaries by laying off large numbers of people. ## Managing Employees During the Invasion of Ukraine DevFeed: [Managing Employees During the Invasion of Ukraine]() Original publisher: [Read original article]() Author: Pedro Gil Carvalho Published: 2022-02-25T10:32:45Z Content type: opinion Language: en Sources: [Pedro Gil Carvalho]() Topics: [Support](), [Risk]() Tags: [berlin](), [company](), [employees](), [money](), [support](), [ukraine]() ### AI overview The article advises managers to support employees affected by the invasion of Ukraine, including by checking in, providing needed assistance, considering financial help and extraordinary time off, preventing hostility toward Russian employees, and adjusting expectations. ### Source excerpt A message for managers of people who are affected by the invasion of Ukraine by Russian forces ## Managers should take responsibility for compensation conversations and decisions DevFeed: [Managers should take responsibility for compensation conversations and decisions]() Original publisher: [Read original article]() Author: Pedro Gil Carvalho Published: 2021-09-21T18:44:35Z Content type: opinion Language: en Sources: [Pedro Gil Carvalho]() Topics: [Job](), [Finance](), [trust]() Tags: [employees](), [employment](), [job](), [manager](), [money](), [trust]() ### AI overview This management commentary argues that managers should understand their reports' compensation, participate in setting pay policies, communicate employment and compensation decisions, handle salary discussions thoughtfully, and advocate for their teams rather than delegating these responsibilities entirely to HR and Finance. ### Source excerpt Everything you wanted to know about money but were afraid to ask ## The next CEO of Stack Overflow DevFeed: [The next CEO of Stack Overflow]() Original publisher: [Read original article]() Author: Joel Spolsky Published: 2019-03-28T14:00:53Z Content type: news Language: en Sources: [Joel Spolsky]() Topics: [Stack Overflow](), [Microsoft](), [Software as a service](), [ASP.NET](), [mvc](), [.NET]() Tags: [advertising](), [asp-net](), [browser](), [ceo](), [co-founder](), [employees](), [microsoft](), [mvc](), [net](), [news](), [revenue](), [saas](), [software](), [stack-overflow]() ### AI overview Joel Spolsky announces that Stack Overflow is looking for a new CEO. He is stepping away from day-to-day operations to become chairman of the board, while describing the company's growth, profitability, products, employees, and audience. ### Source excerpt We're looking for a new CEO for Stack Overflow. I'm stepping out of the day-to-day and up to the role of Chairman of the Board. Read more "The next CEO of Stack Overflow" ## Valuing Employees DevFeed: [Valuing Employees]() Original publisher: [Read original article]() Author: Map Published: 2010-02-28T01:10:23Z Content type: opinion Language: en Sources: [Craig Kerstiens]() Topics: [Job](), [standard]() Tags: [business](), [employees](), [joel-spolsky]() ### AI overview The article argues that employee compensation should reflect the value people deliver and that retention depends on more than pay. Employees who are no longer challenged should seek new challenges within their role or move elsewhere. ### Source excerpt A coworker and I were recently having conversations over employee compensation. We covered the gambit around employee feedback, evals, and compensation. He mentioned Joel Spolsky, and his format of being very open about where individuals were ranked. He also pointed me to: http://alumnit.ca/~apenwarr/log/?m=200904#05 which provided good insight, though I most like his final point. The end goal with evaluating your employees and compensation for them is to make sure they're happy. Sure the business should make sure they feel like you're worth what you're being paid, but usually there is no question about this, or if there is you're quickly escorted out the door. While this is an interesting model, I think it can be much simpler, but companies usually confine themselves too much in giving credit to employees. There was another recent occasion where a statement was made of 'no more playing stick them up, until next year'. When I first thought about this, I knew I didn't like the statement, but was unsure of why. The reason is that there can be several reasons why employees leave. Only one of which is compensation. If you feel you're being adequately compensated for the job you're doing it makes sense. But there's another reason thats very clear in the valley but less clear in other parts of the country. Paul Buchheit at Startup School this weekend in Berkeley said it very well: If you've been at your job too long, QUIT. Meaning if you're comfortable, you know the people, you know how to do your job, and you're not being challenged, then you should go somewhere where you are challenged. So what does this have to do in regards to playing stick em up? Well if you're at a comfortable place you should be compensate appropriately that's fair. However if you're at a comfortable place, you should either find ways to be challenged there or move on. If you're challenged there it means your role over time will change, there's not a standard guide for how quickly you become experi ## Why businesses need a longer-term focus than quarterly goals DevFeed: [Why businesses need a longer-term focus than quarterly goals]() Original publisher: [Read original article]() Author: Map Published: 2008-06-06T01:26:27Z Content type: opinion Language: en Sources: [Craig Kerstiens]() Topics: [Risk](), [ibm]() Tags: [business](), [ceo](), [company](), [employees](), [focus](), [growth](), [hiring](), [ibm](), [limits](), [risk]() ### AI overview The article argues that businesses often prioritize quarterly or yearly targets over long-term goals, leading to poorly timed hiring freezes and rushed recruitment. It contrasts this with smaller companies' more constrained spending decisions and questions whether private ownership enables a longer-term focus. ### Source excerpt Adobe's former CEO, Bruce Chizen, when asked 'What advice do you have for new/young public companies?', gave a response of 'Go private'. While partially a joke he went on to elaborate something that many businesses seem to miss on. The main idea is that businesses are very nearsighted in their focus, they look at quarterly goals and in some cases yearly, but not where they want to be in 10 years. When companies become worried that head count is high they simply freeze hiring across the board without thinking of its ramifications. Good people, well great people are truly hard to find, and when a company enforces a blanket hiring freeze they miss out on those few great people that they truly need to grow. Meanwhile when they decide they have bandwidth for 1000 new employees they open the flood gates and let the first 1000 that can spell their name correctly in, because they can. This short term focus in the long run greatly limits the ability of what a company can achieve. In contrast a smaller company that is actually much more at risk of dying seems to have a better understanding of what their approach should be. While they may be understaffed and overworked, they firmly understand that they only have so many funds and therefore make wiser decisions when using them. The characteristics of the larger business and their short sighted focus leads to the cyclical performance that many experience over a few years, rather than a very steady growth they would like to maintain, and often leads to their end. A prime example would be IBM that laid off so many of their more talented people to lower their numbers years ago. As a result they lost their best workers and had many unexperienced individuals in there when they began hiring again. They are still working to catch back up to where they once were in the IT industry... In part I wonder if being a private entity is really the only way to have the long term focus and not worry about quarterly earnings. Personally I have never