"Confused" is one of the most talked about words among young people today. No matter how tall, short, fat, thin, rich, poor, beautiful or ugly, everyone has their own unique problems. There are many reasons for "confusion", such as survival pressure, emotional problems, and workplace anxiety that plagues a considerable number of people. Today, this incomplete solution manual about "confusion in the workplace" is dedicated to the main users of Getui -- the majority of developers.
Maybe you just graduated and you feel panic in front of "no choice" or "too many choices", maybe you have lost your original passion after two or three years of working, or maybe you are about to "run for the third year" and have fallen into a bottleneck period. Anxiety about getting older... We've picked out a few questions that are most concerning at different stages of a developer's career, and provided the answers. I hope that in the 6-minute reading, it can bring you some inspiration, re-recognize the fog in front of you, and find the way forward.
Dong Lin, Senior Technical Director of Getui
Q: Many outstanding technical students do not know how to choose between big factories and start-up companies. What are the advantages of the two in terms of career development?
A: It is undeniable that Dachang has a relatively mature training and work process system, which can help newcomers to the workplace quickly complete the role transition from student to engineer. In particular, the innovative business team in a large factory is similar to a small start-up company. If the product has a good entry point, it can be quickly brought to the market with the support of the resources of the large factory. The sense of accomplishment and benefits of team members is self-evident.
For entrepreneurial companies, on the one hand, it can provide technical personnel with an internal entrepreneurial environment that is capable and hard-working, and on the other hand, there is a very competitive external environment. Many technical and business problems can be solved easily and smoothly under the support of the environment and background of large factories, but for start-up companies, they may encounter more obstacles and need to rationally mobilize resources and give full play to their ingenuity to solve them. In addition, it also needs to face more brutal competition from friends and businessmen. Everyone is a generalist, no need to add ceilings to themselves. If technical students are willing to start their own careers in the future, such training is essential, breaking free from infancy and growing savagely.
In addition, for technicians, a very important ability is the ability to design technical solutions. It is necessary to jump out of the box of code and examine business requirements, propose solutions, complete solution logic, and achieve smooth switching from a higher perspective. In a startup company, people are relatively lean, and everyone is an architect, not just a mechanical Coder.
Q: In the eyes of some people, "programmers" eat "youth rice". How do you view the relationship between technical positions and age? For those technical partners who have "three worries", what advice do you give them?
A: The three-year-old anxiety or "30-year-old anxiety syndrome" is indeed a relatively common phenomenon, but having anxiety means that you have higher goals and have not entered your comfort zone too early. This problem may be more prominent for technical personnel, because everyone in the technical circle seems to think that it is a bit out of 30-year-old to still write code. In fact, different age groups have different working methods, and there should not be a timeout period for technical work.
The growth of technical personnel is nothing more than two directions: cultivating the business, becoming the R&D supervisor of the business line, ensuring the timely delivery and stable operation of the business system; cultivating technology, becoming the person in charge of the company's basic technology platform, promoting new technologies, new tools and new processes. Land practice.
Importantly, the growth of management skills needs to keep pace with age. Why do you say that? With age comes experience, and experience is a relatively optimal way of thinking that an individual adjusts dynamically through long-term work and life. In a team, new people are always in the majority (the company needs fresh blood). Without management, experience cannot be passed on, newcomers repeat the pits they have walked through, and everything starts from scratch.
There is a view that the career development of technicians is divided into technical and management lines, which I think is inaccurate. Generalized management thinking applies to all: people-to-people communication and collaboration. With the power of gathering people, anything is possible.
Yuan Kai, a push big data architect
Q: Ke Jie's man-machine war has made machine learning popular again. What advice can you give to small partners who are looking to transform into data positions?
A: The mining and use of big data is a necessary condition for machine learning, especially deep learning, but data processing is not only related to machine learning, so first of all, it is necessary to clarify the differences and connections between the two. For most enterprises, the content of big data processing will be relatively broad. Here are some of our suggestions:
1. Understand the field of data: First, you can read some books about the introduction of big data, such as "Top of Data" and "The Beauty of Data", to understand how data is applied specifically, and to understand how to solve problems based on data thinking;
2. Choose the direction you are interested in: Data positions are mainly divided into data analysts, data mining engineers, data development engineers, etc. You can check the responsibilities and requirements of the positions through the recruitment website to see if you are interested; especially some involving algorithms The position requires a relatively high foundation in mathematics. Data development engineers are more involved in specific code implementation and engineering implementation;
3. In terms of learning and practice: First of all, it is recommended to try to complete some specific projects (for example: projects open on the Internet); then compare your own solution with the actual plan of this project, find your weak links, and summarize the next steps. Learning techniques (analytical methods, feature engineering, machine learning algorithms, spark, hive, etc.) and mathematical knowledge (statistical knowledge, probability knowledge, linear algebra knowledge, etc.); in addition, you need to accumulate business knowledge in the field you are responsible for; finally, more training Own data thinking, try to consider some phenomena and problems in life based on data and statistical thinking.
Jiang Jiting, chief architect of WEB front-end
Q: Generally speaking, what is the general career development route of students in technical positions?
A: 
Q: Many technical students are all-rounders with Internet knowledge. If a student with less than three years of web front-end work experience wants to transfer jobs, which directions are better?
A: If a classmate has the idea of transferring, it means that he is not satisfied with the front end, or that his interest is not in the front end.
So if you already have a direction, then just move forward in the direction you envision, just skip the following.
If you don’t want to be a front-end and feel confused about the future, you can read on:
1. Ask yourself if you really understand the front-end. Maybe your current job involves only a small part of the front-end, such as writing CSS. In fact, you can try some other front-end work, such as writing logic, writing Node JS (big front-end work) and then decide.
2. Try front-end upstream and downstream positions:
1) Designer: yearning for design, with art skills;
2) Product manager: can plan the functional trend of the product and show your ideas to users;
3) Back-end development: I still want to write code, but I want to write some in-depth logic, design databases, etc.;
4) Testing: I have been professionally looking for faults for 20 years, and finding these unpleasant points can make me happy (personally, in an ideal situation, it is better to leave the testing position to students with rich front-end and back-end experience);
5) Data analysis (modeling): big data direction;
6) Data visualization: Algorithms and front-end display (this is also the front-end direction).
3. Other programming: Android development, iOS development, desktop application development, etc.
Q: As a web front-end architect, please briefly talk about the most important skills (hard skills + soft skills) you need to do this job well.
A: We can take the "web front-end architect" apart and see:
Web front-end: You need to master related technologies, from the most basic HTML, CSS, JS to cutting-edge front-end frameworks, such as ng/vue, etc.;
Shelf: Something used for support. Therefore, some supporting work should be done: for example, to explore the best practices of technology, to step on some pits, to sort out suitable workflows for the team, etc.;
Structure: means to form, to combine. For example, effectively combine the team's people, technology, and business needs, and select appropriate technologies, processes, and practices based on the current status of the team;
Teacher: Teacher, so preaching and teaching karma and dispelling doubts. In terms of technology, team management, or similar career planning issues, an excellent "teacher" will combine his own experience, sum up, and give it to those in need.
Ding~ The above problems are more about the exploration of the direction of personal growth. For middle and senior managers in the enterprise, when the doubts about strategy formulation, company management and personal development are mixed together, the problem will become more complicated. We invited a Tweet CTO to listen to his career advice for us.
Ge Push CTO, Ye Xinjiang
Q: How do you view the relationship between business, product and technology?
A: In fact, the business here should be more appropriately described as market and operation, because business, products and technology are inseparable. The correct understanding is that the business belongs to the company, not to a department, and the operation and market are the business side, not the business.
Only when these aspects work together can they become a complete part of the business. Therefore, everyone implements it under a common goal and cause, and then works hand in hand to complete the task. Colleagues in the market are responsible for communicating the needs and feedback of customers and the market to products and technologies. Products and technologies need to fully understand business requirements and implement them from the perspective of better meeting business requirements and quality.
Q: Looking back on the "Road to CTO Cultivation", do you feel at a certain stage that you have encountered a bottleneck period of technological improvement and passivated your sensitivity to new technologies? How did you overcome this problem later?
A: Yes, there will definitely be this stage. Generally, after a relatively long period of time in a certain business area, there will be a kind of burnout with the familiar environment and technology.
To overcome this problem, the first thing is to have enthusiasm for technology and pursuit of management.
In terms of technology, only if you have a passion for technology will you keep moving forward, otherwise you will most likely choose to transform. Secondly, find new fields for yourself, especially some directions that are in the rising stage or the tuyere stage. Then set yourself a goal of at least understanding what the technology is, the challenges it faces, the business areas where it can actually make a difference.
In terms of management, the CTO is faced with breakthroughs in the company's strategic development and leadership, so it is necessary to track and study the general trend of the industry or related directions of the company; In terms of personnel, etc., it is also necessary to continuously supplement their own knowledge system.
Q: For middle and senior managers, what experience do you have to share with us in inspiring subordinates' passion for work and innovation?
A: My experience can be summed up as BEST: Believe, Encourage, Share, Trust. Believe in the team, encourage the team, share knowledge and results with the team, rely on and have confidence in the team. Make the company a platform for employee success, rather than using employees as a tool; help employees realize that they are responsible for their lives and their time, and that the company is a resource for their success.
I hope that the valuable experience and thinking accumulated by these "passengers" in their respective positions will give you some insight and gain. If you are still not satisfied, and want to discuss in-depth career planning issues with the answerers in the article, you are welcome to leave a message for discussion.