<story><title>Work on What Matters</title><url>https://staffeng.com/guides/work-on-what-matters</url></story><parent_chain><item><author>jennyyang</author><text>At my previous company, I worked on high impact, very low visibility work. I was working directly with operations teams around the world in order to enable features that needed to be tweaked globally. It was vital for teams in their specific geography to work properly, but no one beyond those teams and my direct manager understood what I was doing. I enjoyed it because it was literally enabling functionality across countries around the world which was great for our customers and our company.&lt;p&gt;During that time, the team around me dissolved due to severe attrition, leaving a skeleton crew of developers and I was the last remaining developer working on this specific project. During performance review time, I was told I wasn&amp;#x27;t performing at an adequate level because the number of code reviews I performed was very low. When I pointed out that I was the only person on my team, so no one came to me for code reviews their response was that I should have sought out code to review on my own.&lt;p&gt;I quit soon after.</text></item></parent_chain><comment><author>divbzero</author><text>I sympathize with situations like this.&lt;p&gt;If anyone reading is in a similar boat, asking for positive written feedback from the teams you work with and including that in your performance review is one way to get recognized for high impact low visibility work. It sucks that you have to go out of your way to gain recognition and it won’t always work but that can be how it is in large companies.</text></comment>
<story><title>Work on What Matters</title><url>https://staffeng.com/guides/work-on-what-matters</url></story><parent_chain><item><author>jennyyang</author><text>At my previous company, I worked on high impact, very low visibility work. I was working directly with operations teams around the world in order to enable features that needed to be tweaked globally. It was vital for teams in their specific geography to work properly, but no one beyond those teams and my direct manager understood what I was doing. I enjoyed it because it was literally enabling functionality across countries around the world which was great for our customers and our company.&lt;p&gt;During that time, the team around me dissolved due to severe attrition, leaving a skeleton crew of developers and I was the last remaining developer working on this specific project. During performance review time, I was told I wasn&amp;#x27;t performing at an adequate level because the number of code reviews I performed was very low. When I pointed out that I was the only person on my team, so no one came to me for code reviews their response was that I should have sought out code to review on my own.&lt;p&gt;I quit soon after.</text></item></parent_chain><comment><author>Aperocky</author><text>That&amp;#x27;s why there should not be a hard metric set by people who don&amp;#x27;t even know how to code. Performance review should be conducted by people who have a direct understanding of what is being done, and if that&amp;#x27;s impossible, at least people with a capacity to understand what is being done.</text></comment>