The primary problem with hiring is that developers are a single status with not performance benchmark. The solution is to segment need by capability.

Let’s face the reality that most developers will never be able to write original software and just put text to screen using a tool or framework. Don’t call these people engineers. These people are the assembly line of software. Measure them according to desired patterns. They are copy/paste but smarter than data entry and understand some of the restrictions in place. Expectations are low and compatibility and replacement are the key business values.

Next are the people who test software, the QA. We expect more from these people and then work them harder for less money at a lower level of reputation.

Next are the people who evaluate software. These people are closer to engineers. These people include accessibility, security, and performance experts. These people are more like a combination of QA and senior developers. Evaluate these people on these criteria: written essay, technical knowledge, force them to measure things in real time and see how they perform.

Next are the people who actually write software applications. Let’s call these people solution delivery. These people are similar to junior architects and actually build things. These people should be evaluated only on the basis of organizational capabilities above that of the engineers that measure things.

Finally are the software owners. These people resemble a combination of project management and junior architects. They must have the experience to know how to build original software, like the junior architects, but also a planning vision to push though demands from competing stakeholders. There is busy savvy to this comes from a solid engineering planning vision plus superior communication skills most lesser software people never honed. Think of these people as senior principals with real authority. Evaluate these people on their delivery experience, using numbers, and reputation.