Research-Driven Engineering Leadership
Welcome back to Research-Driven Engineering Leadership. Each week, we pose an interesting topic in engineering leadership, and apply the latest research in the field to drive to an answer.
When onboarding new engineers, a common phrase used to describe the process is “sink or swim”. This week we ask: what factors contribute most to the success or failure of a new software engineer?
Engineering onboarding is the process through which new software engineers are integrated into a company and its technical and social systems. It typically includes orientations, training sessions, and introductory projects that help new engineers understand the organization's codebase, tools, practices, and culture. The process is unique to each company, and can take anywhere from 30 to 180 day for an engineer to feel independently productive.
The term "sink or swim" describes a common engineering onboarding environments where new hires receive minimal guidance and support as they begin their roles. This metaphor captures the pressure on newcomers to independently navigate complex tasks and organizational cultures, effectively having to prove their competence without structured assistance. While it can highlight an individual’s ability to adapt and succeed with minimal resources, more often it leads to slow ramp-up, redundant knowledge sharing, reduced productivity, and increased turnover risk.
