I’m engineering adjacent (analytics / data sci) but my experience has been the best engineers pitch and pick their own projects rather than being assigned out weeks in advance.
Just recently an engineering manager told me “I trust [IC7 engineer] to go where he is most impactful”
So this isn’t the only model, and successfully identifying and pitching working on high impact projects is a seniority marker that will lead to rapid promotion. In any organization. The pitch may look different in different places but I promise you - if an engineer is successfully pitching and delivering high impact projects promotion WILL follow.
Identifying and pitching high impact projects is a combo of technical and soft skills though, and the way this happens depends on the org.
It’s harder to demonstrate growth & development in the same job for 7 years - if you have a couple of job changes it makes a more natural narrative of how you are professionally developing - not impossible at a single org, but needs a bit more of a story of projects you delivered and how you are not the same person as 7 years ago.
I don't think it's a problem per say but if same company and no role change means I'm hiring someone who doesn't like changes which in certain cases it's ok in certain cases not what someone is looking for.
I don't think it's right or wrong without the context of the hiring manager.
It’s kind of odd to think it’s NEVER correct for a company to do layoffs. The CEOs job is to run the company - if the company is more efficient why shouldn’t the CEO be rewarded? Their job is to run the company not never fire anyone.
A company like MS should have systems in place to make employees more productive than they would be at other organizations. (After spending nearly a decade there, that is somewhat true, but it could of course be a lot better[1].)
If a large corporation that has the power to do damn nearly anything can't figure out what to do with ten thousand highly talented software engineers, then some people in leadership need to discover some new sources of bright ideas.
[1] There are things MS is really good at operationally, getting contracts signed, getting marketing efforts in place, localizing software for true world wide releases, security reviews, etc. Sadly they got rid of their engineering excellence org years ago. I once spent over a year looking around for someone who knew SQL who was available to spend half a day helping me optimize a database. Then there is the time my group couldn't find anyone who knew how to write software for Windows...
Usury laws prohibit interest rates >20%, because otherwise, there are people who would actually be paying back 20% more than the amount they borrowed. In your example, that's impossible - the additional "interest" you're going to pay is never going to exceed 1% of the money you "borrowed"
Chargebacks have detailed reason codes which we programmatically sort. We also have a fraud analyst team that sorts through the non-fraud chargebacks to verify that they're not fraud related (some are mis-categorized by banks) before passing it off to the merchant.
Just recently an engineering manager told me “I trust [IC7 engineer] to go where he is most impactful”
So this isn’t the only model, and successfully identifying and pitching working on high impact projects is a seniority marker that will lead to rapid promotion. In any organization. The pitch may look different in different places but I promise you - if an engineer is successfully pitching and delivering high impact projects promotion WILL follow.
Identifying and pitching high impact projects is a combo of technical and soft skills though, and the way this happens depends on the org.