{"id":39283,"date":"2019-10-31T22:29:21","date_gmt":"2019-10-31T19:29:21","guid":{"rendered":"https:\/\/prohoster.info\/blog\/sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu\/"},"modified":"2019-10-31T22:29:21","modified_gmt":"2019-10-31T19:29:21","slug":"sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu","status":"publish","type":"post","link":"https:\/\/prohoster.info\/sq\/blog\/novosti-interneta\/sozdaem-otdel-dzhunov-v-pomoshh-osnovnym-komandam-ispolzuya-lish-slack-jira-i-sinyuyu-izolentu","title":{"rendered":"Krijojm\u00eb nj\u00eb departament t\u00eb junior\u00ebve p\u00ebr t\u00eb ndihmuar ekipet kryesore, duke p\u00ebrdorur vet\u00ebm Slack, Jira dhe ngjit\u00ebse t\u00eb blut\u00eb.","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Krijojm\u00eb
\n
\nG casi i gjith\u00eb ekipi i zhvillimit t\u00eb Skyeng, q\u00eb p\u00ebrb\u00ebhet nga m\u00eb shum\u00eb se 100 njer\u00ebz, punon n\u00eb distanc\u00eb dhe k\u00ebrkesat p\u00ebr specialist\u00ebt gjithmon\u00eb kan\u00eb qen\u00eb t\u00eb larta: ne kemi k\u00ebrkuar senior\u00eb, zhvillues fullstack dhe mid-level. Por n\u00eb fillim t\u00eb vitit 2019, ne kemi pun\u00ebsuar p\u00ebr her\u00eb t\u00eb par\u00eb tre junior\u00eb. Kjo u b\u00eb p\u00ebr disa arsye: puna me vet\u00ebm super-specialist\u00ebt nuk zgjidh t\u00eb gjitha problemet, dhe p\u00ebr t\u00eb krijuar nj\u00eb atmosfer\u00eb t\u00eb sh\u00ebndetshme n\u00eb zhvillim duhen njer\u00ebz me nivele t\u00eb ndryshme profesionalizmi. <\/p>\n

Kur punoni n\u00eb distanc\u00eb, \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme q\u00eb nj\u00eb person t\u00eb vij\u00eb n\u00eb projekt dhe menj\u00ebher\u00eb t\u00eb filloj\u00eb t\u00eb sjell\u00eb p\u00ebrfitime, pa procese t\u00eb gjata trajnimi dhe ngadal\u00ebsimi. Kjo nuk funksionon me junior\u00ebt, p\u00ebrve\u00e7 trajnimit, nevojitet gjithashtu nj\u00eb integrim i duhur i t\u00eb rinjve n\u00eb ekip, pasi \u00e7do gj\u00eb \u00ebsht\u00eb e re p\u00ebr ta. Kjo \u00ebsht\u00eb nj\u00eb detyr\u00eb e ve\u00e7ant\u00eb p\u00ebr liderin e ekipit. Prandaj, ne ishim p\u00ebrqendruar n\u00eb gjetjen dhe pun\u00ebsimin e zhvilluesve m\u00eb t\u00eb p\u00ebrvoj\u00eb dhe t\u00eb konsoliduar. Por me kalimin e koh\u00ebs, doli se ekipet q\u00eb ishin krejt\u00ebsisht nga senior\u00ebt dhe zhvilluesit fullstack kishin problemet e veta. P\u00ebr shembull, kush do t\u00eb merret me detyrat rutin\u00eb, por t\u00eb domosdoshme, t\u00eb cilat nuk k\u00ebrkojn\u00eb super-kualifikim dhe njohuri t\u00eb ve\u00e7anta?
\n<\/a><\/noindex><\/p>\n

M\u00eb par\u00eb, p\u00ebrve\u00e7 pun\u00ebsimit t\u00eb junior\u00ebve, merreshim me freelancer\u00eb<\/h2>\n

\nDerisa kishte pak pun\u00eb, senior\u00ebt tan\u00eb, duke e mbajtur veten me dh\u00ebmb\u00eb, e mor\u00ebn veten me k\u00ebto detyra q\u00eb ishin t\u00eb pad\u00ebshirueshme p\u00ebr ta, sepse zhvillimi duhet t\u00eb vazhdoj\u00eb. Por nuk mund t\u00eb vazhdonte k\u00ebshtu p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb: projektet u rrit\u00ebn, numri i detyrave rutin\u00eb t\u00eb thjeshta u rrit. Situata po merrte gjithnj\u00eb e m\u00eb shum\u00eb nj\u00eb ngjashm\u00ebri me nj\u00eb anekdot\u00eb, kur ka\u00e7kavall\u00ebt futen me mikroskop n\u00eb vend t\u00eb \u00e7eki\u00e7it. P\u00ebr ilustruese, mund t\u00eb referoheni n\u00eb aritmetik\u00eb: n\u00ebse angazhoni nj\u00eb person me nj\u00eb tarif\u00eb prej 50$ p\u00ebr or\u00eb p\u00ebr pun\u00eb q\u00eb do t\u00eb b\u00ebnte nj\u00eb punonj\u00ebs me nj\u00eb tarif\u00eb prej 10$ p\u00ebr or\u00eb, at\u00ebher\u00eb keni probleme. <\/p>\n

M\u00eb e r\u00ebnd\u00ebsishmja q\u00eb nxorr\u00ebm nga kjo situat\u00eb \u00ebsht\u00eb se paradigma aktuale e pun\u00ebsimit t\u00eb vet\u00ebm specialist\u00ebve t\u00eb shk\u00eblqyer nuk zgjidh problemet tona me detyrat rutin\u00eb. Na nevojitet dikush q\u00eb do t\u00eb jet\u00eb i gatsh\u00ebm t\u00eb b\u00ebj\u00eb pun\u00ebn q\u00eb senior\u00ebt e kalitur e perceptojn\u00eb si nd\u00ebshkim dhe q\u00eb t'u delegohet atyre \u00ebsht\u00eb thjesht joefektive. P\u00ebr shembull, t\u00eb shkruajn\u00eb bota p\u00ebr chatet Slack t\u00eb m\u00ebsuesve tan\u00eb dhe p\u00ebrb\u00ebr\u00ebseve t\u00eb kurseve ose t\u00eb angazhohen me projekte t\u00eb vogla p\u00ebr p\u00ebrmir\u00ebsime p\u00ebr nevojat e brendshme, p\u00ebr t\u00eb cilat zhvilluesit gjithmon\u00eb nuk kan\u00eb koh\u00eb, por jeta do t\u00eb ishte shum\u00eb m\u00eb e k\u00ebndshme n\u00ebse do t\u00eb realizoheshin. <\/p>\n

N\u00eb at\u00eb moment, u arrit nj\u00eb zgjidhje e p\u00ebrkohshme. Filluam t\u00eb angazhojm\u00eb freelancer p\u00ebr projektet tona. Ashtu si\u00e7 ndodhte, p\u00ebr detyrat e thjeshta dhe jo urgjente, si\u00e7 ishin ndreqjet e vogla, verifikimet dhe riorganizimet, filluam t\u00eb besonim n\u00eb outsourcing. Krah i dedikuar p\u00ebr freelancer-at ton\u00eb po rritej mjaft aktivisht. Nj\u00eb nga menaxher\u00ebt tan\u00eb t\u00eb projekteve mbledhiste detyrat nga projekte t\u00eb ndryshme dhe i shp\u00ebrndante te freelancer\u00ebt, duke u mb\u00ebshtetur n\u00eb baz\u00ebn e ekzistuese t\u00eb ekzekutor\u00ebve. At\u00ebher\u00eb, na dukej si nj\u00eb zgjidhje e mir\u00eb: ne shkarkuam ngarkes\u00ebn nga senior\u00ebt, duke u dh\u00ebn\u00eb atyre mund\u00ebsin\u00eb t\u00eb krijonin p\u00ebrs\u00ebri n\u00eb m\u00ebnyr\u00eb t\u00eb plot\u00eb, n\u00eb vend q\u00eb t\u00eb merreshin me detyra elementare. Sigurisht, kishte detyra q\u00eb, p\u00ebr shkak t\u00eb sekretit komercial, nuk mund t\u00eb kaloheshin te ekzekutor\u00ebt e jasht\u00ebm, por k\u00ebto raste ishin shum\u00eb m\u00eb t\u00eb pakta n\u00eb krahasim me numrin e madh t\u00eb detyrave q\u00eb po d\u00ebrgoheshin n\u00eb freelancer.<\/p>\n

Por mir\u00eb, k\u00ebto nuk mund t\u00eb vazhdojn\u00eb p\u00ebr nj\u00eb koh\u00eb t\u00eb pacaktuar. Kompania u ballafaqua me faktin se departamenti i freelancer\u00ebve u shnd\u00ebrrua n\u00eb nj\u00eb monstruozitet t\u00eb r\u00ebnd\u00eb. Numri i detyrave rutin\u00eb q\u00eb k\u00ebrkonin pak mundim u rrit me projekte dhe n\u00eb nj\u00eb moment, ato u b\u00ebn\u00eb kaq shum\u00eb saq\u00eb ishte e pamundur t\u00eb organizoheshin me efikasitet nd\u00ebrmjet ekzekutuesve t\u00eb jasht\u00ebm. P\u00ebr m\u00eb tep\u00ebr, freelancer\u00ebt nuk jan\u00eb t\u00eb njohur me specifikat e projekteve, \u00e7ka p\u00ebrb\u00ebn nj\u00eb shpenzim t\u00eb vazhduesh\u00ebm kohor p\u00ebr onboarding. \u00cbsht\u00eb e qart\u00eb se, kur ekipi juaj ka 100+ zhvillues profesionist\u00eb, nuk mund t\u00eb angazhoni as gjysm\u00ebn e nj\u00eb duzine freelancer\u00ebsh dhe t\u00eb menaxhoni veprimtarin\u00eb e tyre me efikasitet. Po ashtu, bashk\u00ebpunimi me freelancer\u00ebt gjithmon\u00eb p\u00ebrmban disa rreziqe p\u00ebr vonesa dhe probleme t\u00eb tjera organizative.<\/p>\n

\u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb theksohet se nj\u00eb punonj\u00ebs i larg\u00ebt dhe nj\u00eb freelancer jan\u00eb dy entitete t\u00eb ndryshme. Punonj\u00ebsi i larg\u00ebt \u00ebsht\u00eb plot\u00ebsisht i regjistruar n\u00eb kompani, ka orar t\u00eb caktuar pune, nj\u00eb ekip, nj\u00eb shef dhe k\u00ebshtu me radh\u00eb. Freelancer \u00ebsht\u00eb nj\u00eb pun\u00eb projektore, e cila rregullohet, kryesisht, vet\u00ebm nga afatet. N\u00eb dallim nga punonj\u00ebsi i larg\u00ebt, freelanceri zakonisht \u00ebsht\u00eb m\u00eb vete dhe ndodhet n\u00eb kontakt t\u00eb vog\u00ebl me ekipin. K\u00ebtu q\u00ebndrojn\u00eb edhe rreziqet potenciale nga bashk\u00ebveprimi me k\u00ebta lloje t\u00eb ekzekutuesve. <\/p>\n

Si erdh\u00ebm n\u00eb krijimin e \"departamentit t\u00eb detyrave t\u00eb thjeshta\" dhe \u00e7far\u00eb arrit\u00ebm<\/h2>\n

\nDuke analizuar situat\u00ebn e krijuar, arrit\u00ebm n\u00eb p\u00ebrfundimin se na duhen punonj\u00ebs me kualifikim m\u00eb t\u00eb ul\u00ebt. Nuk kishim ndonj\u00eb iluzion p\u00ebr faktin se nga t\u00eb gjith\u00eb junior\u00ebt do t\u00eb rritnim yje t\u00eb ardhsh\u00ebm, ose se angazhimi i dhjet\u00eb junior\u00ebve do t\u00eb na kushtonte dy \u0645\u0644\u064a t\u00eb vogla. N\u00eb p\u00ebrgjith\u00ebsi, p\u00ebr sa i p\u00ebrket situat\u00ebs me junior\u00ebt, realiteti \u00ebsht\u00eb ky:<\/p>\n

    \n
  1. N\u00eb nj\u00eb distanc\u00eb t\u00eb shkurt\u00ebr, angazhimi i tyre nuk \u00ebsht\u00eb ekonomikisht fitimprur\u00ebs. N\u00eb vend t\u00eb pes\u00eb-dhjet\u00eb junior\u00ebve \"n\u00eb k\u00ebt\u00eb moment\", \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb angazhohet nj\u00eb senior dhe t'i paguhet miliona lek\u00eb p\u00ebr pun\u00eb cil\u00ebsore, sesa t\u00eb shpenzohen buxhetet p\u00ebr fillestar\u00eb.<\/li>\n
  2. Junior\u00ebt kan\u00eb nj\u00eb periudh\u00eb t\u00eb gjat\u00eb q\u00eb adaptohen n\u00eb projekt dhe m\u00ebsojn\u00eb.<\/li>\n
  3. N\u00eb momentin kur nj\u00eb junior m\u00ebson di\u00e7ka dhe duket se duhet t\u00eb filloj\u00eb \"t\u00eb kthej\u00eb\" investimet n\u00eb vetvete pas gjasht\u00eb muajsh pune, ai duhet t\u00eb ngrihet n\u00eb nivelin mid, ose ndryshe ai do t\u00eb kaloj\u00eb n\u00eb nj\u00eb pozita tjet\u00ebr n\u00eb nj\u00eb kompani tjet\u00ebr. K\u00ebshtu q\u00eb, pun\u00ebsimi i junior\u00ebve \u00ebsht\u00eb i p\u00ebrshtatsh\u00ebm vet\u00ebm p\u00ebr organizatat e pjekura, t\u00eb cilat jan\u00eb t\u00eb gatshme t\u00eb investojn\u00eb n\u00eb ta pa garanci p\u00ebrfitimi n\u00eb nj\u00eb afat t\u00eb shkurt\u00ebr. <\/li>\n<\/ol>\n

    \nPor ne arrit\u00ebm n\u00eb at\u00eb madh\u00ebsi ku pa junior\u00eb n\u00eb ekip nuk shkojm\u00eb askund: numri i detyrave rutin\u00eb po rritet, dhe t\u00eb harxhojm\u00eb or\u00eb pune t\u00eb profesionist\u00ebve t\u00eb aft\u00eb p\u00ebr to \u00ebsht\u00eb thjesht nj\u00eb krim. Kjo \u00ebsht\u00eb arsyeja pse krijuam nj\u00eb departament t\u00eb ve\u00e7ant\u00eb p\u00ebr zhvilluesit junior\u00eb.<\/p>\n

    Periudha e pun\u00ebs n\u00eb departamentin e detyrave t\u00eb thjeshta \u00ebsht\u00eb e kufizuar n\u00eb tre muaj - e cila \u00ebsht\u00eb standardi i prov\u00ebs. Pas tre muajve t\u00eb pun\u00ebs me pages\u00eb, fillestarja ose d\u00ebrgohet n\u00eb ekipin q\u00eb d\u00ebshiron ta ket\u00eb n\u00eb radh\u00ebt e tij si zhvillues junior, ose ne ndahen me t\u00eb.<\/p>\n

    N\u00eb krye t\u00eb departamentit q\u00eb kemi krijuar \u00ebsht\u00eb nj\u00eb menaxher projekti me p\u00ebrvoj\u00eb, i cili \u00ebsht\u00eb p\u00ebrgjegj\u00ebs p\u00ebr shp\u00ebrndarjen e detyrave p\u00ebr junior\u00ebt dhe nd\u00ebrveprimin e tyre me ekipet e tjera. Juniori merr nj\u00eb detyr\u00eb, e p\u00ebrfundon at\u00eb dhe merr feedback si nga ekipi ashtu edhe nga menaxheri i tij. N\u00eb faz\u00ebn e pun\u00ebs n\u00eb departamentin e detyrave t\u00eb thjeshta, ne nuk angazhojm\u00eb t\u00eb rinjt\u00eb n\u00eb ekipe dhe projekte specifike \u2014 ata kan\u00eb akses n\u00eb gjith\u00eb rezerv\u00ebn e detyrave sipas aft\u00ebsive t\u00eb tyre (aktualisht po pun\u00ebsojm\u00eb front-end developer-a n\u00eb AngularJS, back-end developer-a n\u00eb PHP ose po k\u00ebrkojm\u00eb kandidat\u00eb p\u00ebr pozita zhvilluesish web me t\u00eb dyja gjuh\u00ebt) dhe mund t\u00eb punojn\u00eb n\u00eb disa projekte nj\u00ebkoh\u00ebsisht.<\/p>\n

    Por angazhimi i junior\u00ebve nuk \u00ebsht\u00eb e gjith\u00eb puna \u2014 ne duhet gjithashtu t\u00eb krijojm\u00eb kushte t\u00eb pranueshme p\u00ebr pun\u00eb, dhe kjo \u00ebsht\u00eb nj\u00eb detyr\u00eb shum\u00eb ndryshe. <\/p>\n

    E para, p\u00ebr t\u00eb cilin u dakorduam \u2014 ishte mentorimi i voluntarizuar n\u00eb p\u00ebrmasa t\u00eb arsyeshme. Kjo do t\u00eb thot\u00eb, p\u00ebrve\u00e7 faktit se ne nuk detyronim ask\u00ebnd p\u00ebr t'u angazhuar n\u00eb mentorim nga specialist\u00ebt ekzistues, ishte e qart\u00eb se trajnimi i nj\u00eb fillestari nuk duhej t\u00eb ishte nj\u00eb z\u00ebvend\u00ebsim p\u00ebr pun\u00ebn kryesore. Pa asnj\u00eb \"50% koh\u00eb punojm\u00eb, 50% m\u00ebsojm\u00eb juniorin\". P\u00ebr t\u00eb pasur nj\u00eb pamje t\u00eb qart\u00eb t\u00eb koh\u00ebs q\u00eb do t\u00eb nevojitej p\u00ebr mentorim, u p\u00ebrgatit nj\u00eb \"plan m\u00ebsimor\" i vog\u00ebl: lista e detyrave q\u00eb \u00e7do mentor duhej t\u00eb p\u00ebrmbushte me ndihm\u00ebsin e tij. E nj\u00ebjta gj\u00eb u b\u00eb edhe p\u00ebr menaxher\u00ebt e projekteve t\u00eb junior\u00ebve, dhe n\u00eb fund mor\u00ebm nj\u00eb skenar shum\u00eb t\u00eb qart\u00eb dhe t\u00eb kuptuesh\u00ebm p\u00ebr p\u00ebrgatitjen e fillestar\u00ebve dhe integrimin e tyre n\u00eb pun\u00eb. <\/p>\n

    Kemi marr\u00eb parasysh k\u00ebto momente: verifikimin e njohurive teorike, kemi p\u00ebrgatitur nj\u00eb grup materialesh, n\u00ebse juniori ka nevoj\u00eb t\u00eb m\u00ebsoj\u00eb di\u00e7ka p\u00ebr m\u00eb shum\u00eb, kemi miratuar nj\u00eb parim t\u00eb vet\u00ebm p\u00ebr zhvillimin e kodit p\u00ebr mentor\u00ebt. N\u00eb \u00e7do faz\u00eb, drejtuesit ofrojn\u00eb feedback p\u00ebr t\u00eb riun, q\u00eb \u00ebsht\u00eb jasht\u00ebzakonisht e r\u00ebnd\u00ebsishme p\u00ebr t\u00eb. Punonj\u00ebsi i ri kupton n\u00eb cilat aspekte \u00ebsht\u00eb i fort\u00eb dhe n\u00eb cilat duhet t\u00eb jet\u00eb m\u00eb i kujdessh\u00ebm. P\u00ebr t\u00eb thjeshtuar procesin e m\u00ebsimit p\u00ebr junior\u00ebt dhe zhvilluesit me p\u00ebrvoj\u00eb, \u00ebsht\u00eb krijuar nj\u00eb bised\u00eb e p\u00ebrbashk\u00ebt n\u00eb Slack, k\u00ebshtu q\u00eb an\u00ebtar\u00ebt e tjer\u00eb t\u00eb ekipit mund t\u00eb kontribuojn\u00eb n\u00eb procesin e m\u00ebsimit dhe t\u00eb p\u00ebrgjigjen n\u00eb nj\u00eb pyetje n\u00eb vend t\u00eb mentorit. T\u00eb gjitha k\u00ebto e b\u00ebjn\u00eb pun\u00ebn me junior\u00ebt nj\u00eb proces relativisht t\u00eb parashikuesh\u00ebm dhe, \u00e7far\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme, t\u00eb kontrolluesh\u00ebm. <\/p>\n

    Pas p\u00ebrfundimit t\u00eb nj\u00eb periudhe prove tre mujore, mentori zhvillon nj\u00eb intervist\u00eb p\u00ebrfundimtare teknike me juniorin, pas rezultateve t\u00eb s\u00eb cil\u00ebs vendoset n\u00ebse juniori mund t\u00eb kaloj\u00eb n\u00eb nj\u00eb pun\u00eb t\u00eb p\u00ebrhershme n\u00eb nj\u00eb nga ekipet e tjera apo jo. <\/p>\n

    N\u00eb p\u00ebrfundim<\/h2>\n

    \nN\u00eb shikim t\u00eb par\u00eb, departamenti yn\u00eb p\u00ebr junior\u00ebt duket si nj\u00eb inkubator apo nj\u00eb r\u00ebr\u00eb e krijuar posa\u00e7\u00ebrisht. Por n\u00eb t\u00eb v\u00ebrtet\u00eb, kjo \u00ebsht\u00eb nj\u00eb departament i v\u00ebrtet\u00eb me t\u00eb gjith\u00eb atributet e nj\u00eb ekipi funksional, q\u00eb zgjidh probleme reale, jo vet\u00ebm ushtrime.<\/p>\n

    Por m\u00eb e r\u00ebnd\u00ebsishmja \u00ebsht\u00eb se ne u ofrojm\u00eb njer\u00ebzve nj\u00eb horizont konkret. Departamenti i detyrave t\u00eb thjeshta nuk \u00ebsht\u00eb nj\u00eb limbo e pafund, ku mund t\u00eb mbetesh p\u00ebrjet\u00ebsisht. Ka nj\u00eb afat t\u00eb qart\u00eb prej tre muajsh, brenda t\u00eb cilit juniori zgjidh detyra t\u00eb thjeshta p\u00ebr projektet, por gjithashtu mund t\u00eb tregoj\u00eb veten dhe t\u00eb kaloj\u00eb n\u00eb ndonj\u00eb ekip. T\u00eb rinjt\u00eb q\u00eb ne pun\u00ebsojm\u00eb e din\u00eb se do t\u00eb ken\u00eb menaxher projekti, nj\u00eb mentor nga senior\u00ebt (ose ndoshta disa) dhe mund\u00ebsi p\u00ebr t\u2019u integruar plot\u00ebsisht n\u00eb ekip, ku do t\u00eb priten me k\u00ebnaq\u00ebsi dhe do t\u00eb presin.<\/p>\n

    Q\u00eb nga fillimi i vitit, n\u00eb departamentin e detyrave t\u00eb thjeshta jan\u00eb angazhuar 12 junior\u00eb, vet\u00ebm dy prej tyre nuk e kaluan provimin. Nj\u00eb djal\u00eb tjet\u00ebr nuk u adaptua mir\u00eb n\u00eb ekip, por duke qen\u00eb se n\u00eb aspektin e pun\u00ebs \u00ebsht\u00eb shum\u00eb i zoti \u2014 u rikthye n\u00eb departamentin e detyrave t\u00eb thjeshta p\u00ebr nj\u00eb periudh\u00eb t\u00eb re, p\u00ebr t\u00eb cil\u00ebn, si\u00e7 shpresojm\u00eb, ai do t\u00eb gjej\u00eb nj\u00eb ekip t\u00eb ri. Ndikimi pozitiv i pun\u00ebs me junior\u00ebt ka ndikuar gjithashtu n\u00eb zhvilluesit tan\u00eb t\u00eb p\u00ebrvojsh\u00ebm. Disa prej tyre, pas nj\u00eb periudhe mentorimi, zbuluan brenda vetes fuqit\u00eb dhe d\u00ebshir\u00ebn p\u00ebr t'u provuar n\u00eb rolin e lider\u00ebve t\u00eb ekipit, ndonj\u00eb tjet\u00ebr, duke par\u00eb junior\u00ebt, p\u00ebrmir\u00ebsoi njohurit\u00eb e veta dhe kaloi nga pozita e mid-level n\u00eb pozit\u00ebn e senior. <\/p>\n

    Ne do t'i zgjedhim vet\u00ebm t\u00eb rinjt\u00eb si zhvillues, sepse kjo sjell shum\u00eb p\u00ebrfitime p\u00ebr ekipin. Junior\u00ebt marrin mund\u00ebsin\u00eb e pun\u00ebsimi t\u00eb plot\u00eb n\u00eb distanc\u00eb, pavar\u00ebsisht nga rajoni ku jetojn\u00eb: an\u00ebtar\u00ebt e ekipeve tona t\u00eb zhvillimit jetojn\u00eb nga Riga deri n\u00eb Vladivostok dhe e menaxhojn\u00eb shkall\u00ebn e ndryshimeve n\u00eb koh\u00eb fal\u00eb proceseve t\u00eb optimizuara brenda kompanis\u00eb. E gjitha kjo hap rrug\u00ebn p\u00ebr njer\u00ebzit e talentuar q\u00eb jetojn\u00eb n\u00eb qytete dhe fshatra t\u00eb larg\u00ebta. Kjo nuk p\u00ebrfshin vet\u00ebm student\u00eb dhe t\u00eb rinj nga shkolla, por gjithashtu individ\u00eb q\u00eb kan\u00eb vendosur t\u00eb ndryshojn\u00eb profesionin p\u00ebr ndonj\u00eb arsye. Juniori yn\u00eb mund t\u00eb jet\u00eb nj\u00ebsoj 18 vje\u00e7 ose 35 vje\u00e7, pasi termi 'junior' lidhet me p\u00ebrvoj\u00ebn dhe aft\u00ebsit\u00eb, por aspak me mosh\u00ebn. <\/p>\n

    Ne jemi t\u00eb sigurt se qasja jon\u00eb mund t\u00eb aplikohet pa problem edhe n\u00eb kompani t\u00eb tjera q\u00eb p\u00ebrdorin modelin e zhvillimit t\u00eb larg\u00ebt. Kjo lejon [...] t\u00eb rekrutoni talente t\u00eb rinj nga \u00e7do cep i vendit ose t\u00eb SHBA-s\u00eb, nd\u00ebrsa ndihmon gjithashtu n\u00eb forcimin e aft\u00ebsive mentor t\u00eb programuesve t\u00eb p\u00ebrvoj\u00ebs. N\u00eb aspektin financiar, kjo \u00ebsht\u00eb shum\u00eb e p\u00ebrballueshme, k\u00ebshtu q\u00eb t\u00eb gjith\u00eb p\u00ebrfitojn\u00eb: kompania, zhvilluesit tan\u00eb dhe sigurisht, junior\u00ebt q\u00eb nuk kan\u00eb nevoj\u00eb t\u00eb transferohen n\u00eb qytetet e m\u00ebdha ose kryeqytetet p\u00ebr t\u00eb b\u00ebr\u00eb pjes\u00eb t\u00eb nj\u00eb ekipi t\u00eb p\u00ebrvoj\u00ebs dhe p\u00ebr t\u00eb punuar n\u00eb projekte interesante.
    \n
    Burimi:     habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

    \u041f\u043e\u0447\u0442\u0438 \u0432\u0441\u044f \u043a\u043e\u043c\u0430\u043d\u0434\u0430 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438 Skyeng, \u0441\u043e\u0441\u0442\u043e\u044f\u0449\u0430\u044f \u0438\u0437 \u0431\u043e\u043b\u0435\u0435 \u0447\u0435\u043c 100 \u0447\u0435\u043b\u043e\u0432\u0435\u043a, \u0440\u0430\u0431\u043e\u0442\u0430\u0435\u0442 \u0443\u0434\u0430\u043b\u0435\u043d\u043d\u043e \u0438 \u0442\u0440\u0435\u0431\u043e\u0432\u0430\u043d\u0438\u044f \u043a \u0441\u043f\u0435\u0446\u0438\u0430\u043b\u0438\u0441\u0442\u0430\u043c \u0432\u0441\u0435\u0433\u0434\u0430 \u0431\u044b\u043b\u0438 \u0432\u044b\u0441\u043e\u043a\u0438: \u043c\u044b \u0438\u0441\u043a\u0430\u043b\u0438 \u0441\u0438\u043d\u044c\u043e\u0440\u043e\u0432, fullstack-\u0434\u0435\u0432\u0435\u043b\u043e\u043f\u0435\u0440\u043e\u0432 \u0438 \u043c\u0438\u0434\u043b\u043e\u0432. \u041d\u043e \u0432 \u043d\u0430\u0447\u0430\u043b\u0435 2019 \u0433\u043e\u0434\u0430 \u043c\u044b \u0432\u043f\u0435\u0440\u0432\u044b\u0435 \u043d\u0430\u043d\u044f\u043b\u0438 \u0442\u0440\u0435\u0445 \u0434\u0436\u0443\u043d\u0438\u043e\u0440\u043e\u0432. \u0421\u0434\u0435\u043b\u0430\u043d\u043e \u044d\u0442\u043e \u0431\u044b\u043b\u043e \u043f\u043e \u043d\u0435\u0441\u043a\u043e\u043b\u044c\u043a\u0438\u043c \u043f\u0440\u0438\u0447\u0438\u043d\u0430\u043c: \u043d\u0430\u0439\u043c \u0442\u043e\u043b\u044c\u043a\u043e \u0441\u0443\u043f\u0435\u0440-\u0441\u043f\u0435\u0446\u0438\u0430\u043b\u0438\u0441\u0442\u043e\u0432 \u043d\u0435 \u0440\u0435\u0448\u0430\u0435\u0442 \u0432\u0441\u0435\u0445 \u043f\u0440\u043e\u0431\u043b\u0435\u043c, \u0430 \u0434\u043b\u044f \u0441\u043e\u0437\u0434\u0430\u043d\u0438\u044f \u0437\u0434\u043e\u0440\u043e\u0432\u043e\u0439 \u0430\u0442\u043c\u043e\u0441\u0444\u0435\u0440\u044b \u0432 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":39284,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-39283","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\n","aioseo_head_json":{"title":"\ud83e\udd47Krijojm\u00eb departamentin e junior\u00ebve p\u00ebr t\u00eb ndihmuar ekipet kryesore, duke p\u00ebrdorur vet\u00ebm Slack, Jira dhe nj\u00eb shirit t\u00eb kalt\u00ebr | ProHoster","description":"Gati e gjith\u00eb ekipi i zhvillimit t\u00eb Skyeng, i p\u00ebrb\u00ebr\u00eb nga m\u00eb shum\u00eb se 100 persona, punon nga larg, dhe k\u00ebrkesat p\u00ebr specialist\u00ebt kan\u00eb qen\u00eb gjithnj\u00eb t\u00eb larta: kemi k\u00ebrkuar senior\u00eb, zhvillues fullstack dhe mid-level. Por n\u00eb fillim t\u00eb vitit 2019, ne angazhuam p\u00ebr her\u00eb t\u00eb par\u00eb tre junior\u00eb. 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