从非大厂背景加入大公司，有什么建议？

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Palantir 前沿部署软件工程师，4 年前

大家好！我即将加入 Palantir 担任前沿部署软件工程师（FDSE）。我需要一些关于如何度过入职前 2-3 个月的建议，以赢得团队的尊重和信任。我对这个机会感到非常兴奋，希望能高效地成长——如果真有“高效”这回事的话😅。玩笑归玩笑，我只希望在 Palantir 拥有一段出色的职业生涯。

工作年限：超过 2.5 年（其中包含刚过 1 年的实习）。

技术栈经验：Ruby on Rails、Python、一些 Java

目前工作：后端工程师，负责构建和维护 API

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55 条评论

101Seed ZengStaff Software Engineer @ DoorDash, ex-FB, ex-Klaviyo4 years agoLate to the party but this is an important question since we will all face it at some point. Alex already made some good points here.IMO, besides ramping up & demonstrating your skills are only part of the equation. You also need to build a map of knowledge about your team, your org, the company. Eventually, you want to be able to answer "what are the problems I should solve / what domains i should become expert in" in 6 months.Here is a framework I stole from the CTO of FB (Boz)
来自 Boz（不是我）
— Written by Boz @ FBSeveral times in my career, I’ve joined a team whose work was already well under way, where I had a massive knowledge deficit, and didn’t have pre-existing relationships. None of those excuses relieved me from the pressure I felt to establish myself and contribute. Over time, I realized that the natural instinct to push for early impact leads many incoming leaders into challenging relationships as they expose their knowledge deficit and waste time. So, I developed an algorithm that has helped me ramp up quickly — and in several cases — have an impact in a relatively short period of time, while minimizing collateral damage.The first step is to find someone on the team and ask for 30 minutes with them. In that meeting you have a simple agenda:
- For the first 25 minutes: ask them to tell you everything they think you should know. Take copious notes. Only stop them to ask about things you don’t understand. Always stop them to ask about things you don’t understand.
  - 前 25 分钟得到的回答不会让你对团队的工作有完整的了解，那需要几个月的时间才能形成。但这些回答会给你一个框架，帮助你更快地整合新信息，从而加快你上手的速度。它们还会严重偏向当前正在讨论的工作领域，这能帮助你立即投入到最关键的讨论中，高效产出。
  The nature of what people choose to discuss is a very valuable signal about the problems the team face, as it may be about the work, the organization, or process. Finally, it will give you a sense of the language and terminology that can very often be a barrier to working smoothly with teams.
- For the next 3 minutes: ask about the biggest challenges the team has right now.
  - 第二个问题的回答会给你一份“速查表”，告诉你如何通过早期的积极影响给团队留下深刻印象。你会听到的一些问题需要时间才能解决，比如“我们需要更大的团队”或“我们的基础设施无法扩展”。这些问题很重要，让团队看到你把这些挑战放在心上也是好事。但你会惊讶地发现，反复听到的问题中有相当一部分是你能轻松帮忙解决的，比如“我们每周在会议上浪费了大量时间”或“我们需要一间专用会议室”。我会尽快从后者入手，因为这类问题团队往往疏于优先处理，尽管它们会对进展产生累积性的负面影响。
- 在最后 2 分钟：问问你还应该和谁聊聊。把他们给出的每个名字都记下来。
Repeat the above process for every name you're given. Don’t stop until there are no new names.
75Alex ChiouRobinhood, Meta, Course Hero, PayPal4 years agoCongrats on the new job! There's a couple existing resources I recommend.The first is our onboarding course: The Complete Onboarding Guide For Software Engineers The second is around how you can build your reputation quickly as an earlier-in-career engineer, which I wrote about here: "What can I do to quickly build my reputation as a junior engineer?" At a high-level, I think the big transition going from a small company to a large company involves the following 2 core mentality shifts:
- Realizing that you need to take code quality a lot more seriously - More scale = Worse if you mess up. The larger scale also means that there are far more edge cases lurking around - Be very diligent thinking about these upfront and catching them proactively in your commits. To make things clearer, there are code samples (they're Android though) in the above link about reputation building, which show how to make a really high-quality PR. If you want to go really deep on code quality, I recommend our 3.5+ hour course about it: [Course] Level Up Your Code Quality As A Software Engineer
- Learning to communicate - Bigger company means more stakeholders on each project, which is more people to interact with and align to ship anything. This means that large tech companies are often less forgiving of software engineers who have a more isolated, "lone wolf" style of working. To learn how you can communicate effectively, check this out: [Course] Effective Communication For Engineers
Also, I've heard that Forward Deployed Engineer is sort of a "Sales Engineer" type role where you talk to customers directly and make custom solutions. If this is the case, communication becomes a lot more important.Best of luck! Let us know how things go as they start.
54Rahul PandeyMeta、Pinterest、Kosei4 年前高效成长确实是存在的！一个有效的方法是和你的经理约定一次“为约谈而约谈”来讨论职业发展。你可以这样说：“在这里表现出色并推进我的职业发展对我来说非常重要，但短期内我更想专注于立即产生影响力。我们能否在 6 周后制定一个成长/晋升计划？届时我想和你讨论岗位期望，以及超越期望是什么样子。”这样你既传达了把团队放在首位、专注于创造价值，同时也表明你的职业发展很重要，并希望在不久的将来专门讨论这个话题。
11前沿部署软件工程师 [楼主]Palantir4 年前谢谢！
7高级软件工程师Grab4 年前很喜欢这里的建议！