This higher workplace for engineers values excellence, mission alignment and continuous learning.
Companies that prioritize career development and the development of collaborative cultures include this year’s best workplace for engineers. The New York -based technological startup, Garner Health Technology, is one of those companies that enhance employees’ commitment and research engineers who are deeply careful about their work, motivated by a sense of objective.
Founded in 2019, Garner’s mission is to transform the economy of health care, to provide high quality and affordable care for all. Using a new approach to data science and new financial incentives, the team helps patients identify the highest quality doctors and help doctors improve the way they practice medicine. The fundamental values of the company are concentrated around its mission, looking for the truth, establishing high standards, courageous communication, transparency, responsibility, creation of relations and integrity.
Bhavya Brundavanam, vice-president of products engineering at Garner, spoke with Engineering.com to share an overview of daily work life for this mission team. Here are his answers.
What makes Garner Health Technology a high workplace for engineers?
What makes Garner a good place to work is twofold. The first is that we have such a strong mission, and it is easier to do your best when you know that what you do really affects people in their daily life in a very significant way. We have a very significant vision and mission for people to really behave. And throughout our recruitment process, we are looking for the alignment of the mission to people, which certainly helps to attract the best talents.
We also have an eye of excellence. “Expect extraordinary” is one of our values, and it appears in various ways. One is the way we recruit people, and the other is the way we train them to set a higher bar. No matter what part of your career in which you are, it is important for you to continue to grow from where you are. So, if you do the same job you have recruited for three or four quarters, or if you do the same thing and do not change, then something has been wrong. You must be in a continuous improvement state, and this is how we feed the members of our team.
The kind of person who is both detected and successful at Garner, especially in engineering, is someone who is curious to know technology, the product on which they work and that I am not afraid of diving into unknowns and seek challenges. Rather than saying: “I am a reactive engineer. All I do is write components, and no matter what I develop “, we really seek people who think:” How will this functionality affect the conviviality of our registration flow? What is the risk of security if we were to ingest files of a certain type? Is it good encryption? ” We want people to care very deeply on the implications, either with internal or external users, such as security posture or scalability, which is a skill that they can pursue and develop in their careers.
This is something that can be nourished inside, but also something we see, especially if the hiring of people at the more junior level. This raw curiosity is what we hire and train – how they can use this curiosity to apply it in the right way.
We are still a startup, but we have grown in recent years. When we started, it was mainly managers and technological tracks. We were all a kind of management of technical wicks, because it was a smaller team, so it was almost one by one coaching with your EM or your technology advance. But we also had a resource structure and budget that people could use according to their particular interests. More recently, we have launched much more structure, in particular AWS certification and certification -based support.
What does engineering culture look like?
We are a very talkative group on Slack. There are 55 threads in progress, so we are very collaborative. An easy example is that when someone starts a code review, there is back and forth, then one of them says quickly: “Bolts, let’s talk about it”, then it is resolved.
This is very important for the type of world in which we are at this moment, when everything is hybrid. We are a very distributed team in several places such as the East coast, the west coast and all the time areas between the two. It becomes very important to act quickly and cut the noise. It is therefore a super collaborative team, and we use all the resources in front of us to have conversations as quickly as possible.
The other part of our collaboration is that everything is very open. We are talking about Slack’s public channels, or if someone is in a group, anyone can jump because they know what they are talking about. We want to create more desktop sensations with open floor, where you know what’s going on around you, and if you wish, you can participate.
There are different levels of transparency and responsibility. Starting from the motivation and alignment of the mission, a level of transparency comes from all along the summit. Our CEO and the management team are very clear on the annual level and the main KPIs that we must move for each year. It is very clearly thought out, written and distributed through the company. The comments are asked and solidified, and it is a complete formal process that we do each year.
Whenever we work on something, we are linking our measures to the objectives of the company for the year. So, when we have conversations with our engineers on what is important for this quarter, it is not as if we had a delay, but they understand that this means that if we should launch XYZ, now we can measure success. And it also goes into our commitment measures or what we think we will improve as a product. It is rooted in everyone’s thought: “Why is it important and how is it linked to the objectives of our company?”
And it goes in both directions. When we have a feature that does not necessarily align with our mission, we have people who are expressed as: “Hey, it is counter-intuitive. We cannot hide this data, or we cannot show this data. It is a question of encouraging the bad type of behavior. ” Thus, people have good declines, which are also part of our culture – to have courageous communication to improve us as a product and as a company. And having these conversations in Slack’s public channels, people can come and say: “Hey, that’s not how we test things, there is a better way to do it.” There is a lot of learning and knowledge transfer that can occur because we are so transparent about what we do.
For more information, visit Topworkplaces.com/company/garner-health-technology.
Is your business a leading workplace for engineers? Submit your appointment to Topworkplaces.com/ingineering-Com.