Evaluating the Impact of Technical Professionals
Why evaluate?
Self-assessment helps me determine how to improve, justify my task selections, and explain why I chose one decision over another. Most importantly, it assures me of my value to the company.
Evaluating others professionally might not always feel comfortable, but when done for the sake of professional growth and the company’s success, it proves beneficial. People seek evaluations, sometimes as a form of mentoring and other times when asking for promotions or a raise. It’s like saying, “I believe I’m worth more; please validate this and adjust my salary or title if appropriate.”
I also use these evaluations to provide guidance when asked about project allocations, team compositions, and estimating project durations.
This technique for evaluating impact is simple yet effective.
A. Do They Get Things Done?
Everyone has complaints.
Some people have ideas.
Some have good ideas.
A few will solve problems using these good ideas.
The “magic three” are those who can identify problems, propose solutions, and take the initiative to implement those solutions. These are the game-changers.
Working in silos would miss the purpose; a problem should be shared and agreed upon.
B. Can they tell the essential from the non-essential?
While the ‘getting things done’ is crucial, it’s vital to differentiate between what’s essential and what’s not.
Many engineers, even highly skilled ones, often fail to recognize the trade-offs involved in adopting new technologies or they tend to get entangled in repeated arguments that delay projects.
The lack of balance between improving existing systems, resolving conflicts, and creating new features can lead to either the success or failure of the company.
Individuals are expected to find the right balance between the time spent in meetings, debating, adopting new technologies, and the time and effort invested in developing new features and capabilities that enhance our business.
How do we recognize those who manage this balance well?
- They actively seek general acceptance or agreement.
- They maintain effective communication with their managers and peers.
- People generally want to work with them.
- Their assistance is sought in tasks and conflict resolution.
- They are considerate of others’ time and resources.
And perhaps the most critical point:
The time spent accommodating an individual’s requirements, ideas, or feedback should not outweigh the value derived from their participation.
Actual Impact:
The “actual impact” is the result of the following combined factors:
Technical Knowledge: Understanding how the system works, navigating it easily, and knowing both which technologies we use and why, while staying up-to-date with new technologies on the market, are all crucial. These abilities form a basic expectation for any technical employee. It serves as the foundation upon which further skills are built.
Big Picture Thinking: At a senior level, this means understanding how tasks fit into the broader plan and how it impacts other teams. As one progresses, this expands to encompass group-level vision and long-term planning and eventually, it extends to the company level.
Project Execution: Leading and executing projects that significantly benefit the company. There is an emphasis on evaluating high standards in execution, innovation, and decision-making.
Leveling Up: The multiplying effect in terms of mentoring and assisting others. With increased seniority, individuals are expected to enhance the skills and recognition of their colleagues.
I use these tools as personal guidance, and I hope these insights will assist you as you navigate the rewarding yet complex task of measuring and guiding technical talent.
Remember, it’s not about the number of hours worked, but about practical measurements of impact.
