GEICO

Great people to work with when on your team.

• Workload has changed.
• Expectations have changed yearly.
• Teams were re-organized often, which led to the majority of teams creating new processes and re-learning functionality that other teams had worked on, with no good core documentation system.
• Engineers were expected to be analysts, which has meant limited development for many.
• Data fixes and bugs can be very stressful to oversee due to a lack of management oversight for better processes and documentation to reduce that strain.
• Expect no acknowledgement for learning a system with no good documentation and fixing a two-year bug, because that's how their ruler works.
• A lot of employees are starting to feel the stress with no future.
• Cutting costs impacts associates with no solutions.
• A draining environment.

I personally don't enjoy cleaning other team's messes with no acknowledgment for several years. The organization feels separated, and so much information is lost between teams.

The lack of letting engineers be engineers is the main killing point ever since analysts have lost their role in the organization due to shifts in the views of management expecting devs to adapt to their new expectations of:

• Mentorship
• Triaging
• Analysis
• Development
• Data Fix

I think asking the devs what they would like to do and listening to them, while leveraging devs who prefer one type of work more, would be ideal for the organization and its engineers.

Having a clear standard across the organization while having multiple measurements to track your associates should be required. All the associates I see are guessing what the next year's core metric for a 1-5 rating will be.

Listen to all your devs and work with them to improve the work loops we do daily. There is a lot of room for growth there.