As I approach my first full year as an Automattician, I find myself looking back on everything I’ve learned… but also looking around at all the things I still don’t understand! I’m not learning something new every day any more… but I’m still learning something new most weeks.
This summer I’ve been getting up-close and personal with Gutenberg components. I’d mostly managed to avoid learning the React (eww; JSX, bad documentation, and an elephantine payload…) necessary to hack Gutenberg, but in helping to implement new tools for WooCommerce.com I’ve discovered that it’s… not quite as painful as I’d thought. There are even some bits I quite like. But I don’t expect to fall in love with React any time soon. This autumn I’ve been mostly working on search and personalisation, integrating customer analytics data with our marketplace to help understand what people look for on our sites and using that to guide their future experience (and that of others “like” them). There’s always something new.
My team continues to grow, with two newmatticians this month and a third starting in January. In fact, my team’s planning to fork into two closely-linked subteams; one with a focus on customers and vendors, the other geared towards infrastructure. It’s exciting to see my role grow and change, but I worry about the risk of gradually pigeon-holing myself into an increasingly narrow specialisation. Which wouldn’t suit me: I like to keep a finger in all the pies. Still; my manager’s reassuring that this isn’t likely to be the case and our plans are going in the “right” direction.
On the side of my various project work, I’ve occasionally found the opportunity for more-creative things. Last month, I did some data-mining over the company’s “kudos” history of the last five years and ran it through vis.js to try to find a new angle on understanding how Automattic’s staff, teams, and divisions interact with one another. It lead to some interesting results: panning through time, for example, you can see the separate island of Tumblr staff who joined us during the acquisition gradually become more-interconnected with the rest of the organisation over the course of the last year.
The biggest disappointment of my time at Automattic so far was that I’ve not managed to go to a GM! The 2019 one – which looked awesome – took place only a couple of weeks before my contract started (despite my best efforts to wrangle my contract dates with the Bodleian and Automattic to try to work around that), but people reassured me that it was okay because I’d make it to the next one. Well.. 2020 makes fools of us all, I guess, because of course there’s no in-person GM this year. Maybe, hopefully, if and when the world goes back to normal I’ll get to spend time in-person with my colleagues once in a while… but for now, we’re having to suffice with Internet-based socialisation only, just like the rest of the world.
When the COVID-19 lockdown forced many offices to close and their staff to work remotely, some of us saw what was unfolding as an… opportunity in disguise. Instead of the slow-but-steady decentralisation of work that’s very slowly become possible (technically, administratively, and politically) over the last 50 years, suddenly a torrent of people were discovering that remote working can work.
The Future is Now
As much as I hate to be part of the “where’s my flying car?” brigade, I wrote ten years ago about my dissatisfaction that remote working wasn’t yet commonplace, let alone mainstream. I recalled a book I’d read as a child in the 1980s that promised a then-future 2020 of:
near-universal automation of manual labour as machines become capable of an increasing diversity of human endeavours (we’re getting there, but slowly),
a three- or four-day work week becoming typical as efficiency improvements are reinvested in the interests of humans rather than of corporations (we might have lost sight of that goal along the way, although there’s been some fresh interest in it lately), and
widespread “teleworking”/”telecommuting”, as white-collar sectors grow and improvements in computing and telecommunications facilitate the “anywhere office”
Of those three dreams, the third soon seemed like it would become the most-immediate. Revolutionary advances in mobile telephony, miniaturisation of computers, and broadband networking ran way ahead of the developments in AI that might precipitate the first dream… or the sociological shift required for the second. But still… progress was slow.
At eight years old, I genuinely believed that most of my working life would be spent… wherever I happened to be. So far, most of my working life has been spent in an office, despite personally working quite hard for that not to be the case!
I started at Automattic six months ago, an entirely distributed company. And so when friends and colleagues found themselves required to work remotely by the lockdown they came in droves to me for advice about how to do it! I was, of course, happy to help where I could: questions often covered running meetings and projects, maintaining morale, measuring output, and facilitating communication… and usually I think I gave good answers. Sometimes, though, the answer was “If you’re going to make that change, you’re going to need a cultural shift and some infrastructure investment first.” Y’know: “Don’t start from here.” If you received that advice from me: sorry!
More-recently, I was excited to see that many companies have adopted this “new normal” not as a temporary measure, but as a possible shape of things to come. Facebook, Twitter, Shopify, Square, and Spotify have all announced that they’re going to permit or encourage remote work as standard, even after the crisis is over.
Obviously tech companies are leading the way, here: not only are they most-likely to have the infrastructure and culture already in place to support this kind of shift. Also, they’re often competing for the same pool of talent and need to be seen as at-least as progressive as their direct rivals. Matt Mullenweg observes that:
What’s going to be newsworthy by the end of the year is not technology companies saying they’re embracing distributed work, but those that aren’t.
…some employers trapped in the past will force people to go to offices, but the illusion that the office was about work will be shattered forever, and companies that hold on to that legacy will be replaced by companies who embrace the antifragile nature of distributed organizations.
We’re all acutely familiar with the challenges companies are faced with today as they adapt to a remote-first environment. I’m more interested in the challenges that they might face in the future, as they attempt to continue to use a distributed workforce as the pandemic recedes. It’s easy to make the mistake of assuming that what many people are doing today is a rehearsal for the future of work, but the future will look different.
Some people, of course, prefer to spend some or all of their work hours in an office environment. Of the companies that went remote-first during the lockdown and now plan to stay that way indefinitely, some will lose employees who preferred the “old way”. For this and other reasons, some companies will retain their offices and go remote-optional, allowing flexible teleworking, and this has it’s own pitfalls:
Some remote-optional offices have an inherent bias towards in-person staff. In some companies with a mixture of in-person and remote staff, remote workers don’t get included in ad-hoc discussions, or don’t become part of the in-person social circles. They get overlooked for projects or promotions, or treated as second-class citizens. It’s easy to do this completely by accident and create a two-tiered system, which can lead to a cascade effect that eventually collapses the “optional” aspect of remote-optional; nowhere was this more visible that in Yahoo!’s backslide against remote-optional working in 2013.
Some remote-optional offices retain an archaic view on presenteeism and “core hours”. Does the routine you keep really matter? Remote-first working demands that productivity is measured by output, not by attendance, but management-by-attendance is (sadly) easier to implement, and some high-profile organisations favour this lazy but less-effective approach. It’s easy, but ineffective, for a remote-optional company to simply extend hours-counting performance metrics to their remote staff. Instead, allowing your staff (insofar as is possible) to work the hours that suit them as individuals opens up your hiring pool to a huge number of groups whom you might not otherwise reach (like single parents, carers, digital nomads, and international applicants) and helps you to get the best out of every one of them, whether they’re an early bird, a night owl, or somebody who’s most-productive after their siesta!
Pastoral care doesn’t stop being important after the crisis is over. Many companies that went remote-first for the coronavirus crisis have done an excellent job of being supportive and caring towards their employees (who, of course, are also victims of the crisis: by now, is there anybody whose life hasn’t been impacted?). But when these companies later go remote-optional, it’ll be easy for them to regress to their old patterns. They’ll start monitoring the wellbeing only of those right in front of them. Remote working is already challenging, but it can be made much harder if your company culture makes it hard to take a sick day, seek support on a HR issue, or make small-talk with a colleague.
These are challenges specifically for companies that go permanently remote-optional following a period of remote-first during the coronavirus crisis.
Towards a Post-Lockdown Remote-Optional Workplace
How you face those challenges will vary for every company and industry, but it seems to me that there are five lessons a company can learn as it adapts to remote-optional work in a post-lockdown world:
Measure impact, not input. You can’t effectively manage a remote team by headcount or closely tracking hours; you need to track outputs (what is produced), not inputs (person-hours). If your outputs aren’t measurable, make them measurable, to paraphrase probably-not-Galileo. Find metrics you can work with and rely on, keep them transparent and open, and re-evaluate often. Use the same metrics for in-office and remote workers.
Level the playing field. Learn to spot the biases you create. Do the in-person attendees do all the talking at your semi-remote meetings? Do your remote workers have to “call in” to access information only stored on-site (including in individual’s heads)? When they’re small, these biases have a huge impact on productivity and morale. If they get big, they collapse your remote-optional environment.
Always think bigger. You’re already committing to a shakeup, dragging your company from the 2020 of the real world into the 2020 we once dreamed of. Can you go further? Can you let your staff pick their own hours? Or workdays? Can your staff work in other countries? Can you switch some of your synchronous communications channels (e.g. meetings) into asynchronous information streams (chat, blogs, etc.)? Which of your telecommunications tools serve you, and which do you serve?
Remember the human. Your remote workers aren’t faceless (pantsless) interchangeable components in your corporate machine. Foster interpersonal relationships and don’t let technology sever the interpersonal links between your staff. Encourage and facilitate (optional, but awesome) opportunities for networking and connection. Don’t forget to get together in-person sometimes: we’re a pack animal, and we form tribes more-easily when we can see one another.
Support people through the change. Remote working requires a particular skillset; provide tools to help your staff adapt to it. Make training and development options available to in-office staff too: encourage as flexible a working environment as your industry permits. Succeed, and your best staff will pay you back in productivity and loyalty. Fail, and your best staff will leave you for your competitors.
I’m less-optimistic than Matt that effective distributed working is the inexorable future of work. But out of the ashes of the coronavirus crisis will come its best chance yet, and I know that there’ll be companies who get left behind in the dust. What are you doing to make sure your company isn’t one of them?
Since I accepted a job offer with Automattic last summer I’ve been writing about my experience on a nice, round 128-day schedule. My first post described my application and recruitment process; my second post covered my induction, my initial two weeks working alongside the Happiness team (tech support), and my first month in my role. This is the third post, running through to the end of six and a half months as an Automattician.
Always Be Deploying
One of the things that’s quite striking about working on many of Automattic’s products, compared to places I’ve worked before, is the velocity. Their continuous integration game is pretty spectacular. We’re not talking “move fast and break things” iteration speeds (thank heavens), but we’re still talking fast.
My team tackles a constant stream of improvements in two-week sprints, with every third sprint being a cool-down period to focus on refactoring, technical debt, quick wins, and the like. Periodic HACK weeks – where HACK is (since 2018) a backronym for Helpful Acts in Customer Kindness – facilitate focussed efforts on improving our ecosystem and user experiences.
I’m working in a larger immediate team than I had for most of my pre-Automattic career. I’m working alongside nine other developers, typically in groups of two to four depending on the needs of whatever project I’m on. There’s a great deal of individual autonomy: we’re all part of a greater whole and we’re all pushing in the same direction, but outside of the requirements of the strategic goals of our division, the team’s tactical operations are very-much devolved and consensus-driven. We work out as a team how to solve the gnarly (and fun!) problems, how to make best use of our skills, how to share our knowledge, and how to schedule our priorities.
This team-level experience echoes the experience of being an individual at Automattic, too. The level of individual responsibility and autonomy we enjoy is similar to that I’ve seen only after accruing a couple of years of experience and authority at most other places I’ve worked. It’s amazing to see that you can give a large group of people so much self-controlled direction… and somehow get order out of the chaos. More than elsewhere, management is more to do with shepherding people into moving in the same direction than it is about dictating how the ultimate strategic goals might be achieved.
Na na na na na na na na VAT MAN!
Somewhere along the way, I somehow became my team’s live-in expert on tax. You know how it is: you solve a bug with VAT calculation in Europe… then you help roll out changes to support registration with the GST in Australia… and then one day you find yourself reading Mexican digital services tax legislation and you can’t remember where the transition was from being a general full-stack developer to having a specialisation in tax.
Tax isn’t a major part of my work. But it’s definitely reached a point at which I’m a go-to figure. A week or so ago when somebody had a question about the application of sales taxes to purchases on the WooCommerce.com extensions store, their first thought was “I’ll ask Dan!” There’s something I wouldn’t have anticipated, six month ago.
Automattic’s culture lends itself to this kind of selective micro-specialisation. The company actively encourages staff to keep learning new things but mostly without providing a specific direction, and this – along with their tendency to attract folks who, like me, could foster an interest in almost any new topic so long as they’re learning something – means that my colleagues and I always seem to be developing some new skill or other.
I know off the top of my head who I’d talk to about if I had a question about headless browser automation, or database index performance, or email marketing impact assessment, or queer representation, or getting the best airline fares, or whatever else. And if I didn’t, I could probably find them. None of their job descriptions mention that aspect of their work. They’re just the kind of people who, when they see a problem, try to deepen their understanding of it as a whole rather than just solving it for today.
A lack of pigeonholing, coupled with the kind of information management that comes out of being an entirely-distributed company, means that the specialisation of individuals becomes a Search-Don’t-Sort problem. You don’t necessarily find an internal specialist by their job title: you’re more-likely to find them by looking for previous work on particular topics. That feels pretty dynamic and exciting… although it does necessarily lead to occasional moments of temporary panic when you discover that something important (but short of mission-critical) doesn’t actually have anybody directly responsible for it.
No examination of somebody’s first 6+ months at a new company, covering Spring 2020, would be complete without mention of that company’s response to the coronavirus crisis. Because, let’s face it, that’s what everybody’s talking about everywhere right now.
As the UK’s lockdown (eventually) took hold I found myself treated within my social circle like some kind of expert on remote working. My inboxes filled up with queries from friends… How do I measure output? How do I run a productive meeting? How do I maintain morale? I tried to help, but unfortunately some of my answers relied slightly on already having a distributed culture: having the information and resource management and teleworking infrastructure in-place before the crisis. Still, I’m optimistic that companies will come out of the other side of this situation with a better idea about how to plan for and execute remote working strategies.
I’ve been quite impressed that even though Automattic’s all sorted for how work carries on through this crisis, we’ve gone a step further and tried to organise (remote) events for people who might be feeling more-isolated as a result of the various lockdowns around the world. I’ve seen mention of wine tasting events, toddler groups, guided meditation sessions, yoga clubs, and even a virtual dog park (?), all of which try to leverage the company’s existing distributed infrastructure to support employees who’re affected by the pandemic. That’s pretty cute.
In summary: Automattic’s still proving to be an adventure, I’m still loving their quirky and chaotic culture and the opportunity to learn something new every week, and while their response to the coronavirus crisis has been as solid as you’d expect from a fully-distributed company I’ve also been impressed by the company’s efforts to support staff (in a huge diversity of situations across many different countries) through it.
I started at Automattic on November 20, 2019, and it’s an incredible place to work. I’m constantly impressed by my coworkers kindness, intelligence, and compassion. If you’re looking for a rewarding remote job that you can work from anywhere in the world, definitely apply.
I’m still overjoyed and amazed I was hired. While going through the hiring process, I devoured the blog posts from people describing their journeys. Here’s my contribution to the catalog. I hope it helps someone.
I’ve seen a fair share of tutorial links floating around in newsletters and Twitter and the like recently. They all promise the same thing, namely how to use React to create a résumé.
I mean, I get it. It’s important to have something to build towards when learning a new skill, especially with development.
At first blush a résumé seems like a good thing to build towards: They are relatively small in terms of complexity and can probably use content that already exists on your LinkedIn profile. If you’re looking for a job, it’s also a handy way to double-dip on a skill that is in high demand.
I checked out a few of these tutorials, and after noticing some patterns, I’d like to mention a few things you could do to your résumé instead. I’m not going to link to the ones I tested because I don’t want to give bad advice more exposure than it is already getting.
A simpler, faster, more-accessible, more-secure Web is possible. It’s not even particularly hard. It just requires a little thought. Don’t take a sledgehammer to a walnut: the best developers are the ones who choose the right tool for the job. Your résumé/CV is not a real-time backendless application on a post-relational-backed microservices architecture, or whatever’s “hip” this week. It’s a page that you want to be as easy as possible to read by the widest number of people. Why make life harder for you, and for them?
My first post covered the first 128 days: starting from the day I decided (after 15 years of watching-from-afar) that I should apply to work there through to 51 days before my start date. It described my recruitment process, which is famously comprehensive and intensive. For me this alone was hugely broadening! My first post spanned the period up until I started getting access to Automattic’s internal systems, a month and a half before my start date. If you’re interested in my experience of recruitment at Automattic, you should go and read that post. This post, though, focusses on my induction, onboarding, and work during my first two months.
With a month to go before I started, I thought it time to start setting up my new “office” for my teleworking. Automattic offered to buy me a new desk and chair, but I’m not ready to take them up on that yet: but I’m waiting until after my (hopefully-)upcoming house move so I know how much space I’ve got to work with/what I need! There’s still plenty for a new developer to do, though: plugging in and testing my new laptop, monitor, and accessories, and doing all of the opinionated tweaks that make one’s digital environment one’s own – preferred text editor, browser, plugins, shell, tab width, mouse sensitivity, cursor blink rate… important stuff like that.
For me, this was the cause of the first of many learning experiences, because nowadays I’m working on a MacBook! Automattic doesn’t require you to use a Mac, but a large proportion of the company does and I figured that learning to use a Mac effectively would be easier than learning my new codebase on a different architecture than most of my colleagues.
I’ve owned a couple of Intel Macs (and a couple of Hackintoshes) but I’ve never gotten on with them well enough to warrant becoming an advanced user, until now. I’ll probably write in the future about my experience of making serious use of a Mac after a history of mostly *nix and Windows machines.
Automattic also encouraged me to kit myself up with a stack of freebies to show off my affiliation, so I’ve got a wardrobe-load of new t-shirts and stickers too. It’s hard to argue that we’re a company and not a cult when we’re all dressed alike, and that’s not even mentioning a colleague of mine with two WordPress-related tattoos, but there we have it.
Role and Company
I should take a moment to say what I do. The very simple version, which I came up with to very briefly describe my new job to JTA‘s mother, is: I write software that powers an online shop that sells software that powers online shops.
You want the long version? I’m a Code Magician (you may say it’s a silly job title, I say it’s beautiful… but I don’t necessarily disagree that it’s silly too) with Team Alpha at Automattic. We’re the engineering team behind WooCommerce.com, which provides downloads of the Web’s most-popular eCommerce platform… plus hundreds of free and premium extensions.
There’s a lot of stuff I’d love to tell you about my role and my new employer, but there’s enough to say here about my induction so I’ll be saving following topics for a future post:
Chaos: how Automattic produces order out of entropy, seemingly against all odds,
Transparency and communication: what it’s like to work in an environment of radical communication and a focus on transparency,
People and culture: my co-workers, our distributed team, and what is lost by not being able to “meet around the coffee machine” (and how we work to artificially recreate that kind of experience),
Distributed working: this is my second foray into a nearly-100% remote-working environment; how’s it different to before?
To be continued, then.
Onboarding (days 1 through 12)
I wasn’t sure how my onboarding at Automattic could compare to that which I got when I started at the Bodleian. There, my then-line manager Alison‘s obsession with preparation had me arrive to a thoroughly-planned breakdown of everything I needed to know and everybody I needed to meet over the course of my first few weeks. That’s not necessarily a bad thing, but it leaves little breathing room in an already intense period!
By comparison, my induction at Automattic was far more self-guided: each day in my first fortnight saw me tackling an agenda of things to work on and – in a pleasing touch I’ve seen nowhere else – a list of expectations resulting from that day. Defined expectations day-by-day are an especially good as a tool for gauging one’s progress and it’s a nice touch that I’ll be adapting should I ever have to write another induction plan for a somebody else.
Skipping the usual induction topics of where the fire escapes and toilets are (it’s your house; you tell us!), how to dial an outside line (yeah, we don’t really do that here), what to do to get a key to the bike shed and so on saves time, of course! But it also removes an avenue for more-casual interpersonal contact (“So how long’ve you been working here?”) and ad-hoc learning (“So I use that login on this system, right?”). Automattic’s aware of this and has an entire culture about making information accessible, but it takes additional work on the part of a new hire to proactively seek out the answers they need, when they need them: searching the relevant resources, or else finding out who to ask… and being sure to check their timezone before expecting an immediate response.
Onboarding at Automattic is necessarily at least somewhat self-driven, and it’s clear in hindsight that the recruitment process is geared towards selection of individuals who can work in this way because it’s an essential part of how we work in general. I appreciated the freedom to carve my own path as I learned the ropes, but it took me a little while to get over my initial intimidation about pinging a stranger to ask for a video/voice chat to talk through something!
Meetup (days 14 through 21)
I’d tried to arrange my migration to Automattic to occur just before their 2019 Grand Meetup, when virtually the entire company gets together in one place for an infrequent but important gathering, but I couldn’t make it work and just barely missed it. Luckily, though, my team had planned a smaller get-together in South Africa which coincided with my second/third week, so I jetted off to get some facetime with my colleagues.
My colleague and fellow newbie Berislav‘s contract started a few hours after he landed in Cape Town, and it was helpful to my journey to see how far I’d come over the last fortnight through his eyes! He was, after all, on the same adventure as me, only a couple of weeks behind, and it was reassuring to see that I’d already learned so much as well as to be able to join in with helping him get up-to-speed, too.
By the time I left the meetup I’d learned as much again as I had in the two weeks prior about my new role and my place in the team. I’d also learned that I’m pretty terrible at surfing, but luckily that’s not among the skills I have to master in order to become a valuable developer to Automattic.
Happiness Rotation (days 23 through 35)
A quirk of Automattic – and indeed something that attracted me to them, philosophically – is that everybody spends two weeks early in their first year and a week in every subsequent year working on the Happiness Team. Happiness at Automattic is what almost any other company would call “tech support”, because Automattic’s full of job titles and team names that are, frankly, a bit silly flipping awesome. I like this “Happiness Rotation” as a concept because it keeps the entire company focussed on customer issues and the things that really matter at the coal face. It also fosters a broader understanding of our products and how they’re used in the real world, which is particularly valuable to us developers who can otherwise sometimes forget that the things we produce have to be usable by real people with real needs!
One of the things that made my Happiness Rotation the hardest was also one of the things that made it the most-rewarding: that I didn’t really know most of the products I was supporting! This was a valuable experience because I was able to learn as-I-went-along, working alongside my (amazingly supportive and understanding) Happiness Team co-workers: the people who do this stuff all the time. But simultaneously, it was immensely challenging! My background in WordPress in general, plenty of tech support practice at Three Rings, and even my experience of email support at Samaritans put me in a strong position in-general… but I found that I could very-quickly find myself out of my depth when helping somebody with the nitty-gritty of a problem with a specific WooCommerce extension.
Portering and getting DRI (days 60 through 67)
I’ve also had the opportunity during my brief time so far with Automattic to take on a few extra responsibilities within my team. My team rotates weekly responsibility for what they call the Porter role. The Porter is responsible for triaging pull requests and monitoring blocking issues and acting as a first point-of-call to stakeholders: you know, the stuff that’s important for developer velocity but that few developers want to do all the time. Starting to find my feet in my team by now, I made it my mission during my first shift as Porter to get my team to experiment with an approach for keeping momentum on long-running issues, with moderate success (as a proper continuous-integration shop, velocity is important and measurable). It’s pleased me so far to feel like I’m part of a team where my opinion matters, even though I’m “the new guy”.
I also took on my first project as a Directly Responsible Individual, which is our fancy term for the person who makes sure the project runs to schedule, reports on progress etc. Because Automattic more strongly than any other place I’ve ever worked subscribes to a dogfooding strategy, the woocommerce.com online store for which I share responsibility runs on – you guessed it – WooCommerce! And so the first project for which I’m directly responsible is the upgrade of woocommerce.com to the latest version of WooCommerce, which went into beta last month. Fingers crossed for a smooth deployment.
There’s so much I’d love to say about Automattic’s culture, approach to development, people, products, philosophy, and creed, but that’ll have to wait for another time. For now, suffice to say that I’m enjoying this exciting and challenging new environment and I’m looking forward to reporting on them in another 128 days or so.
New employees at Automattic – like me! – are encouraged to make a “howdymattic” video, introducing themselves to their co-workers. Some are short and simple, others more-ornate, but all are a great way to provide the kind of interpersonal connection that’s more-challenging in an entirely-distributed company with no fixed locations and staff spread throughout the globe.
In anticipation of starting, tomorrow, I made such a video. And I thought I’d share it with you, too.
Eight years, six months, and one week after I started at the Bodleian, we’ve gone our separate ways. It’s genuinely been the nicest place I’ve ever worked; the Communications team are a tightly-knit, supportive, caring bunch of diverse misfits and I love them all dearly, but the time had come for me to seek my next challenge.
Being awesome as they are, my team threw a going-away party for me, complete with food from Najar’s Place, about which I’d previously raved as having Oxford’s best falafels. I wasn’t even aware that Najar’s place did corporate catering… actually, it’s possible that they don’t and this was just a (very) special one-off.
Following in the footsteps of recent team parties, they’d even gotten a suitably-printed cake with a picture of my face on it. Which meant that I could leave my former team with one final magic trick, the never-before-seen feat of eating my own head (albeit in icing form).
As the alcohol started to work, I announced an activity I’d planned: over the weeks prior I’d worked to complete but not cash-in reward cards at many of my favourite Oxford eateries and cafes, and so I was now carrying a number of tokens for free burritos, coffees, ice creams, smoothies, pasta and more. Given that I now expect to spend much less of my time in the city centre I’d decided to give these away to people who were able to answer challenge questions presented – where else? – on our digital signage simulator.
I also received some wonderful going-away gifts, along with cards in which a few colleagues had replicated my long tradition of drawing cartoon animals in other people’s cards, by providing me with a few in return.
Later, across the road at the Kings’ Arms and with even more drinks inside of me, I broke out the lyrics I’d half-written to a rap song about my time at the Bodleian. Because, as I said at the time, there’s nothing more-Oxford than a privileged white boy rapping about how much he’d loved his job at a library (video also available on QTube [with lyrics] and on Videopress).
It’s been an incredible 8½ years that I’ll always look back on with fondness. Don’t be strangers, guys!
I’ve just cleared out my desk at the Bodleian in anticipation of my imminent departure and discovered that I’ve managed to successfully keep not only my P60s but also every payslip I’ve ever received in the 8½ years I’ve worked there. At a stretch, I might just end up requiring those for the current tax year but I can’t conceive of any reason I’ll ever need the preceding hundred or so of them, so the five year-old and I shredded them all.
If you’ve ever wanted to watch five solid minutes of cross-cut shredding shot from an awkwardly placed mobile phone camera, this is the video for you. Everybody else can move along.
Like many geeks, I keep a list of companies that I’ve fantasised about working for some day: mine includes the Mozilla Foundation and DuckDuckGo, for example, as well as Automattic Inc. In case it’s not obvious, I like companies that I feel make the Web a better place! Just out of interest, I was taking a look at what was going on at each of them. My role at the Bodleian, I realised a while ago, is likely to evolve into something different probably in the second-half of 2020 and I’d decided that when it does, that would probably be the point at which I should start looking for a new challenge. What I’d intended to do on this day 128 days ago, which we’ll call “day -179”, was to flick through the careers pages of these and a few other companies, just to get a better understanding of what kinds of skills they were looking for. I didn’t plan on applying for new jobs yet: that was a task for next-year-Dan.
But then, during a deep-dive into the things that make Automattic unique (now best-explained perhaps by this episode of the Distributed podcast), something clicked for me. I’d loved the creed for as long as I’d known about it, but today was the day that I finally got it, I think. That was it: I’d drunk the Kool-Aid, and it was time to send off an application.
I sat up past midnight on day -179, sending my application by email in the small hours of day -178. In addition to attaching a copy of my CV I wrote a little under 2,000 words about why I think I’m near-uniquely qualified to work for them: my experience of distributed/remote working with SmartData and (especially) Three Rings, my determination to remain a multidisciplinary full-stack developer despite increasing pressure to “pick a side”, my contributions towards (and use, since almost its beginning of) WordPress, and of course the diverse portfolio of projects large and small I’ve worked on over my last couple of decades as a software engineer.
At the time of my application the process also insisted that I include a “secret” in my application, which could be obtained by following some instructions and with only a modest understanding of HTTP. It could probably be worked out even by a developer who didn’t, with a little of the kind of research that’s pretty common when you’re working as a coder. This was a nice and simple filtering feature which I imagine helps to reduce the number of spurious applications that must be read: cute, I thought.
I received an automated reply less that a minute later, and an invitation to a Slack-based initial interview about a day and a half after that. That felt like an incredibly-fast turnaround, and I was quite impressed with the responsiveness of what must necessarily be a reasonably-complex filtering and process-management process… or perhaps my idea of what counts as “fast” in HR has been warped by years in a relatively slow-moving and bureaucratic academic environment!
Initial Interview (day -158)
I’ve got experience on both sides of the interview table, and I maintain that there’s no single “right” way to recruit – all approaches suck in different ways – but the approaches used by companies like Automattic (and for example Bytemark, who I’ve shared details of before) at least show a willingness to explore, understand, and adopt a diversity of modern practices. Automattic’s recruitment process for developers is a five-step (or something like that) process, with the first two stages being the application and the initial interview.
My initial interview took place 20 days after my application: entirely over text-based chat on Slack, of course.
The initial interview covered things like:
Basic/conversational questions: Why I’d applied to Automattic, what interested me about working for them, and my awareness of things that were going on at the company at the moment.
Working style/soft skills: Questions about handling competing priorities in projects, supporting co-workers, preferred working and development styles, and the like.
Technical/implementation: How to realise particular ideas, how to go about debugging a specific problem and what the most-likely causes are, understanding clients/audiences, comprehension of different kinds of stacks.
My questions/lightweight chat: I had the opportunity to ask questions of my own, and a number of mine probed my interviewer as an individual: I felt we’d “clicked” over parts of our experience as developers, and I was keen to chat about some up-and-coming web technologies and compare our experiences of them! The whole interview felt about as casual and friendly as an interview ever does, and my interviewer worked hard to put me at ease.
Skills Test (day -154)
At the end of the interview, I was immediately invited to the next stage: a “skills test”: I’d be given access to a private GitHub repository and a briefing. In my case, I was given a partially-implemented WordPress plugin to work on: I was asked to –
add a little functionality and unit tests to demonstrate it,
improve performance of an existing feature,
perform a security audit on the entire thing,
answer a technical question about it (this question was the single closest thing to a “classic programmer test question” that I experienced), and
suggest improvements for the plugin’s underlying architecture.
I was asked to spend no more than six hours on the task, and I opted to schedule this as a block of time on a day -154: a day that I’d have otherwise been doing freelance work. An alternative might have been to eat up a couple of my evenings, and I’m pretty sure my interviewer would have been fine with whatever way I chose to manage my time – after all, a distributed workforce must by necessity be managed firstly by results, not by approach.
My amazingly-friendly “human wrangler” (HR rep), ever-present in my Slack channel and consistently full of encouragement and joy, brought in an additional technical person who reviewed my code and provided feedback. He quite-rightly pulled me up on my coding standards (I hadn’t brushed-up on the code style guide), somewhat-monolithic commits, and a few theoretical error conditions that I hadn’t accounted for, but praised the other parts of my work.
Most-importantly, he stated that he was happy to recommend that I be moved forward to the next stage: phew!
Trial (days -147 through -98)
Of all the things that make Automattic’s hiring process especially unusual and interesting, even among hip Silicon Valley(-ish, can a 100% “distributed” company really be described in terms of its location?) startups, probably the most (in)famous is the trial contract. Starting from day -147, near the end of May, I was hired by Automattic as a contractor, given a project and a 40-hour deadline, at $25 USD per hour within which to (effectively) prove myself.
As awesome as it is to be paid to interview with a company, what’s far more-important is the experience of working this way. Automattic’s an unusual company, using an unusual workforce, in an unusual way: I’ve no doubt that many people simply aren’t a good fit for distributed working; at least not yet. (I’ve all kinds of thoughts about the future of remote and distributed working based on my varied experience with which I’ll bore you another time.) Using an extended trial as an recruitment filter provides a level of transparency that’s seen almost nowhere else. Let’s not forget that an interview is not just about a company finding the right employee for them but about a candidate finding the right company for them, and a large part of that comes down to a workplace culture that’s hard to define; instead, it needs to be experienced.
For all that a traditional bricks-and-mortar employer might balk at the notion of having to pay a prospective candidate up to $1,000 only to then reject them, in addition to normal recruitment costs, that’s a pittance compared to the costs of hiring the wrong candidate! And for a company with an unusual culture, the risks are multiplied: what if you hire somebody who simply can’t hack the distributed lifestyle?
It was close to this point, though, that I realised that I’d made a terrible mistake. With an especially busy period at both the Bodleian and at Three Rings and deadlines looming in my masters degree, as well as an imminent planned anniversary break with Ruth, this was not the time to be taking on an additional piece of contract work! I spoke to my human wrangler and my technical supervisor in the Slack channel dedicated to that purpose and explained that I’d be spreading my up-to-40-hours over a long period, and they were very understanding. In my case, I spent a total of 31½ hours over six-and-a-bit weeks working on a project clearly selected to feel representative of the kinds of technical problems their developers face.
That’s reassuring to me: one of the single biggest arguments against using “trials” as a recruitment strategy is that they discriminate against candidates who, for whatever reason, might be unable to spare the time for such an endeavour, which in turn disproportionately discriminates against candidates with roles caring for other (e.g. with children) or who already work long hours. This is still a problem here, of course, but it is significantly mitigated by Automattic’s willingness to show significant flexibility with their candidates.
I was given wider Slack access, being “let loose” from the confines of my personal/interview channel and exposed to a handful of other communities. I was allowed to mingle amongst not only the other developers on trial (they have their own channel!) but also other full-time staff. This proved useful – early on I had a technical question and (bravely) shouted out on the relevant channel to get some tips! After every meaningful block of work I wrote up my progress via a P2 created for that purpose, and I shared my checkins with my supervisors, cumulating at about the 20-hour mark in a pull request that I felt was not-perfect-but-okay…
…and then watched it get torn to pieces in a code review.
Everything my supervisor said was fair, but firm. The technologies I was working with during my trial were ones on which I was rusty and, moreover, on which I hadn’t enjoyed the benefit of a code review in many, many years. I’ve done a lot of work solo or as the only person in my team with experience of the languages I was working in, and I’d developed a lot of bad habits. I made a second run at the pull request but still got shot down, having failed to cover all the requirements of the project (I’d misunderstood a big one, early on, and hadn’t done a very good job of clarifying) and having used a particularly dirty hack to work-around a unit testing issue (in my defence I knew what I’d done there was bad, and my aim was to seek support about the best place to find documentation that might help me solve it).
I felt deflated, but pressed on. My third attempt at a pull request was “accepted”, but my tech supervisor expressed concerns about the to-and-fro it had taken me to get there.
Finally, in early July (day -101), my interview team went away to deliberate about me. I genuinely couldn’t tell which way it would go, and I’ve never in my life been so nervous to hear back about a job.
A large part of this is, of course, the high esteem in which I hold Automattic and the associated imposter syndrome I talked about previously, which had only been reinforced by the talented and knowledgable folks there I’d gotten to speak to during my trial. Another part was seeing their recruitment standards in action: having a shared space with other candidate developers meant that I could see other programmers who seemed, superficially, to be doing okay get eliminated from their trials – reality TV style! – as we went along. And finally, there was the fact that this remained one of my list of “dream companies”: if I didn’t cut it by this point in my career, would I ever?
It took 72 hours after the completion of my trial before I heard back.
I was to be recommended for hire.
It was late in the day, but not too late to pour myself a congratulatory Caol Ila.
Final Interview (day -94)
A lot of blog posts about getting recruited by Automattic talk about the final interview being with CEO Matt Mullenweg himself, which I’d always thought must be an unsustainable use of his time once you get into the multiple-hundreds of employees. It looks like I’m not the only one who thought this, because somewhere along the line the policy seems to have changed and my final interview was instead with a human wrangler (another super-friendly one!).
That was a slightly-disappointing twist, because I’ve been a stalker fanboy of Matt’s for almost 15 years… but I’ll probably get to meet him at some point or other now anyway. Plus, this way seems way-more logical: despite Matt’s claims to the contrary, it’s hard to see Automattic as a “startup” any longer (by age alone: they’re two years older than Twitter and a similar age to Facebook).
The final interview felt mostly procedural: How did I find the process? Am I willing to travel for work? What could have been done differently/better?
Conveniently, I’d been so enthralled by the exotic hiring process that I’d kept copious notes throughout the process, and – appreciating the potential value of honest, contemporaneous feedback – made a point of sharing them with the Human League (that’s genuinely what Automattic’s HR department are called, I kid you not) before the decision was announced as to whether or not I was to be hired… but as close as possible to it, so that it could not influence it. My thinking was this: this way, my report couldn’t help but be honest and unbiased by the result of the process. Running an unusual recruitment strategy like theirs, I figured, makes it harder to get honest and immediate feedback: you don’t get any body language cues from your candidates, for a start. I knew that if it were my company, I’d want to know how it was working not only from those I hired (who’d be biased in favour it it) and from those who were rejected (who’d be biased against it and less-likely to be willing to provide in-depth feedback in general).
I guess I wanted to “give back” to Automattic regardless of the result: I learned a lot about myself during the process and especially during the trial, and I was grateful for it!
One part of the final interview, though, was particularly challenging for me, even though my research had lead me to anticipate it. I’m talking about the big question that basically every US tech firm asks but only a minority of British ones do: what are your salary expectations?
As a Brit, that’s a fundamentally awkward question… I guess that we somehow integrated a feudalistic class system into a genetic code: we don’t expect our lords to pay us peasants, just to leave us with enough grain for the winter after the tithes are in and to protect us from the bandits from the next county over, right? Also: I’ve known for a long while that I’m chronically underpaid in my current role. The University of Oxford is a great employer in many ways but if you stay with them for any length of time then it has to be for love of their culture and their people, not for the money (indeed: it’s love of my work and colleagues that kept me there for the 8+ years I was!).
Were this an in-person interview, I’d have mumbled and shuffled my feet: you know, the British way. But luckily, Slack made it easy at least for me to instead awkwardly copy-paste some research I’d done on StackOverflow, without which, I wouldn’t have had a clue what I’m allegedly-worth! My human wrangler took my garbled nonsense away to do some internal research of her own and came back three hours later with an offer. Automattic’s offer was very fair to the extent that I was glad to have somewhere to sit down and process it before responding (shh… nobody tell them that I am more motivated by impact than money!): I hadn’t been emotionally prepared for the possibility that they might haggle upwards.
Three months on from writing my application, via the longest, most self-reflective, most intense, most interesting recruitment process I’ve ever experienced… I had a contract awaiting my signature. And I was sitting on the edge of the bath, trying to explain to my five year-old why I’d suddenly gone weak at the knees.
Getting Access (day -63)
A month later – a couple of weeks ago, and a month into my three-month notice period at the Bodleian – I started getting access to Auttomatic’s computer systems. The ramp-up to getting started seems to come in waves as each internal process kicks off, and this was the moment that I got the chance to introduce myself to my team-to-be.
I’d been spending occasional evenings reading bits of the Automattic Field Guide – sort-of a living staff handbook for Automatticians – and this was the moment when I discovered that a lot of the links I’d previously been unable to follow had suddenly started working. You remember that bit in $yourFavouriteHackerMovie where suddenly the screen flashes up “access granted”, probably in a green terminal font or else in the centre of a geometric shape and invariably accompanied by a computerised voice? It felt like that. I still couldn’t see everything – crucially, I still couldn’t see the plans my new colleagues were making for a team meetup in South Africa and had to rely on Slack chats with my new line manager to work out where in the world I’d be come November! – but I was getting there.
Getting Ready (day -51)
The Human League gave me a checklist of things to start doing before I started, like getting bank account details to the finance department. (Nobody’s been able to confirm nor denied this for me yet, but I’m willing to bet that, if programmers are Code Wranglers, devops are Systems Wranglers, and HR are Human Wranglers, then the finance team must refer to themselves as Money Wranglers, right?)
They also encouraged me to get set up on their email, expenses, and travel booking systems, and they gave me the password to put an order proposal in on their computer hardware ordering system. They also made sure I’d run through their Conflict of Interest checks, which I’d done early on because for various reasons I was in a more-complicated-than-most position. (Incidentally, I’ve checked and the legal team definitely don’t call themselves Law Wranglers, but that’s probably because lawyers understand that Words Have Power and must be used correctly, in their field!)
So that’s what I did this week, on day -51 of my employment with Automattic. I threw a couple of hours at setting up all the things I’d need set-up before day 0, nice and early.
I’m not saying that I’m counting down the days until I get to start working with this amazing, wildly-eccentric, offbeat, world-changing bunch… but I’m not not saying that, either.
In October of this year – after eight years, six months, and five days with the Bodleian Libraries – I’ll be leaving for pastures new. Owing to a combination of my current work schedule, holidays, childcare commitments and conferences, I’ve got fewer than 29 days left in the office.
I’m filled with a mixture of joyous excitement and mild trepidation. It’s mostly the former, thankfully, but there’s still a little nervousness there too. Mostly it’s a kind of imposter syndrome, I guess: Automattic have for many, many years been on my “list of companies I’d love to work for, someday”, and the nature of their organisation means that they have their pick of many of the smartest and most-talented geeks in the world. How do I measure up?
It’s funny: early in my career, I never had any issue of imposter syndrome. I guess that when I was young and still thought I knew everything – fuelled by a little talent and a lot of good fortune in getting a head-start on my peers – I couldn’t yet conceive of how much further I had to go. It took until I was well-established in my industry before I could begin to know quite how much I didn’t know. I’d like to think that the second decade of my work as a developer has been dominated by unlearning all of the things that I did wrong, while flying by the seat of my pants, in the first decade.
I’m sure I’ll have lots more to share about my post-Bodleian life in due course, but for now I’ve got lots of projects to wrap up and a job description to rewrite (I’m recommending that I’m not replaced “like-for-like”, and in any case: my job description at the Bodleian does not lately describe even-remotely what I actually do), and a lot of documentation to bring up-to-date. Perhaps then this upcoming change will feel “real”.
This will be the first time I’ve ever written an On This Day post where I haven’t been able to link back to a blog post that I actually wrote in the year in question. That’s because, in 2002, I was “between blogs”: the only thing I wrote about online that I still have a copy of was the imminent re-launch of AvAngel.com, my vanity site at the time. In that post, however, I did mention that I’d re-written my CV, which was relevant to what was going on in my life in March 2002…
On this day in 2002, I first began working for SmartData, my primary employer for the last nine years. A few months earlier, Reb – my girlfriend whom I’d moved in with in 2001 – and I had broken up, and I’d recently found the opportunity to visit Aberystwyth and visit friends there (the trip during which I first met Claire, although we didn’t get together until a little later). On that same trip to Aber, I also met Simon, who at that point had recently accepted a voluntary redundancy from the Rural Studies department of the University and was getting started with the launch of his software company, SmartData. He’d recently landed a contract with the National Dairy Farm Assured Scheme and needed an extra pair of hands on board to help out with it.
Sorting out premises was coming along somewhat slower than he’d planned, though. As part of the SpinOut Wales scheme, SmartData had been offered cheap accommodation in a University-owned building, but they were dragging their feet with the paperwork. On our first day working together, Simon and I crammed into his tiny home office, shoulder-to-shoulder, to hack code together. The arrangement didn’t last long before we got sick of it, and we “moved in” to the room (that would eventually be legitimately ours) at Peithyll, a former farmhouse in the village of Capel Dewi, near Aberystwyth.
Over the last nine years since, as the company has grown, I’ve always felt like a core part of it, shaping it’s direction. As we transitioned from developing primarily desktop applications to primarily web-based applications, and as we switched from mostly proprietary technologies to mostly open-source technologies, I was pointing the way. By working with a wide variety of different clients, I’ve learned a great deal about a number of different sectors that I’d never dreamed I’d come into contact with: farm assurance schemes, legal processes, genetic testing, human resource allocation, cinema and theatre, and more. It’s been a wonderfully broad and interesting experience.
When I began making plans to move to Oxford, I initially anticipated that I’d need to find work over here. But Simon stressed that my presence was important to SmartData, and offered to allow me to work remotely, from home, which is most of what I’ve been doing for the last year or so. Thanks to the miracles of modern technology, this has worked reasonably well: VoIP phones keep us in touch, tunneling and virtual networks allow us to work as if we were all in the same location, and webcams help us feel like we’re not quite so far from one another.
But this wasn’t to be a permanent solution: just a way to allow me to keep contributing to SmartData for as long as possible. Last week, I was offered and accepted a new job with a new employer, here in Oxford. Starting in April, I’ll be managing the administration and the ongoing development of the website of the Bodleian Libraries, the deposit library associated with Oxford University.
It’s a huge change, going from working as part of a tiny team in a West Wales town to working with hundreds of people at one of the largest employers in Oxford. I’ve no doubt that it’ll take some getting used to: for a start, I’m going to have to get into the habit of getting dressed before I go to work – something I could get away with while working from home and that might even have been tolerated in the office at SmartData, as long as I threw on a towel or something (in fact, I have on more than one occasion taken a shower in the SmartData offices, then sat at my desk, wrapped in towels, until I’d dried off a little).
This feels like a huge turning point in my life: a whole new chapter – or, perhaps the completion of the “turning a page” that moving to Oxford began. My new job is a brand new position, which provides an exciting opportunity to carve a Dan-shaped hole, and I’ll be working with some moderately-exciting technologies on some very exciting projects. I’m sure I’ll have more to say once I’m settled in, but for now I’ll just say “Squeee!” and be done with it.
Oh: and for those of you who follow such things, you’ll note that Matt P has just announced his new job, too. Although he’s a sloppy blogger: he’s actually been working there for a little while already.
This blog post is part of the On This Day series, in which Dan periodically looks back on years gone by.
I’ve discovered what Kit‘s evil plan is: he’s transforming Paul into another Kit!
Paul, like Kit (another jobless bum) now comes around to my house and tidies up in exchange for not being allowed to starve. Okay; it’s not quite that bad (or organised), but Kit’s quite obviously just beginning a long and complex plan, here.