We don’t believe in accidental talent development. Do people get fit randomly? No. They get fit by eating differently and exercising routinely. Do Martial Artists get black belts randomly? No. Martial Artists spend many years crafting their skill. Excellence is not random. It is predictable; and it can be taught.
Skill acquisition has four distinct steps:
- Explaining the skill
- Demonstrating the skill
- Allowing individuals to practice the skill
- Giving feedback on the skill
The more you repeat this pattern, with perfect practice, the faster people develop skill. At Galvanize, we have embedded this skill acquisition process into our processes.
Our process of product development is based on Kanban, and at its core, it’s about making work as transparent and clear as possible. Every person is aware of how work is brought in from Product Management, how it translates into project kick-offs and JIRA issues, and how the team itself (not just the manager) must carry those JIRA issues to the finish line.
We emphasize the concept of short lead times, frequent deployments, and team pairing, and have teams be owners of their services, and work together as a team, not as a group, in getting tasks done. Throughout the process, Managers provide coaching tips to the individuals, and team retrospectives are held to let the team self-improve. At Galvanize, Managers serve the team; but they are not the only leaders in the team. Leadership is a skill that every individual demonstrates, irrespective of title.
That’s how we develop individuals’ ability to become successful team players and leaders at Galvanize.
The default approach to learning in the software industry is by having people dropped in the “deep end” and hoping they don’t drown. We believe this is a fundamentally broken and inefficient process, and it leads to a ton of inconsistency in the training outcome. Instead, we take a deliberate approach to training by providing internally crafted training modules on technical topics which we as an entire R&D department train on.Adhering to our skill acquisition process, we first have an expert give a presentation on the topic and demonstrate it in practice. Afterwards, individuals will take on an assignment that provides hands-on practice on that given topic. In order to encourage completion, individuals are awarded badges to track their learning progress in the company.Structured training plus regular pairing on tasks together is how we rapidly develop talent.
We want Galvanites to solve real customer problems, not just technical problems. As such, we emphasize a “product mindset” to engineering rather than a “technology mindset”. We We do not emphasize bleeding-edge technology unless there is a substantial benefit for the. We want to build products that change the world.
It may sound odd given that we have a modern tech stack (Serverless, React, TypeScript, etc.), but we’ve picked our tech stack to emphasize our strategy and product development. We enable teams to use any service of AWS to solve a customer's problem. We provide full ownership from design, to development, to monitoring so each individual is exposed to all aspects of what they are building. Holistic problem solving is how we develop well-rounded individuals that will thrive in their career and withstand the constant libraries and framework changes in the software industry. Technology will constantly change, but knowing what change matters requires a “product mindset”.
Developing talent is central to a well-run and successful company. We want our Galvanites, which one day will become Galvanize alumni, to be sought after in the community. And we believe we do not need to sacrifice work-life balance, nor vision, in achieving that.
If you agree with with our philosophy, then make sure to get in touch with us so we can build an amazing future together. You can also read our more in-depth blog post on Developing Talent in R&D, and find all available roles on our careers page.