When we see a problem, it is easy to recognize the premise of the problem. For example, can't the work assigned by the new company be done in this way? Is it time to resign?
Really can't do the job? If it is assumed that this premise exists, then the problem is insufficient capacity. If we only think about the ability problem, our solution is to think about how to improve the ability. But it is very likely that the problem itself is not the ability, but the wrong way of doing things, or even the assigned work itself should not be handled by you.
Therefore, when we face a problem, we should first judge whether the problem itself is correct, and then think of a solution.
So what if it's really a capacity issue? For example, we took over a very old project. There is no one familiar with the project in the company, and the code cannot be understood, so we don’t know what to do?
This is indeed a question of ability, but I don't think this question belongs to you personally. It should belong to the company, and this issue belongs to the company.
During the interview, the interviewer will usually talk about the specific job of the recruiting position. If you don’t, then as the interviewer, you should take the initiative to ask and be aware of it before entering the job.
But recruiting people in does not change the ownership of the problem. After all, you can't solve it, and at worst you will leave the company, but the company has no choice but to find someone to solve it. So your positioning should be the person who leads to solve this problem.
Ok, now that the problem has been sorted out, let's think about how to solve it.
For the problem of not knowing, we first need to learn. Of course, many problems cannot be solved by current studies. When we can't solve it, we should throw these difficulties out to discuss and solve them with colleagues and superiors. Since the problem belongs to the company, you are never fighting alone. If it cannot be solved at the technical level, the company can also consider other ways to solve it. For example, is it possible to find former veteran employees for training? Or those who don't understand don't move first, and follow-up new requirements are developed in a new way? Or refactor part of it? There are always more ways than problems.
Of course, if the company doesn't care about anything or other colleagues don't cooperate, they think that recruiting you is to solve the problem, and they won't give you any help. Then you'd better leave early.
I always believe that the cultural atmosphere of the company is very important to find a job.