When I lived in Seattle, we once sold an old love seat to a buyer on the Microsoft campus in Redmond. My husband delivered it and helped him get it into his office. Apparently this guy's coworkers swarmed out of their adjacent little offices during the move. My husband was incredulous at their excitement and envy over a piece of furniture we considered junk.
That incident came to mind while clicking through the Business Insider slideshow, "How To Run A Company That Engineers Actually Want To Work For."
With the competition so hot for tech talent, any company that isn't Google, Facebook, Zynga and the like has to work harder to attract and retain talent. They're all trying to get the engineering culture right.
But once an engineer is on board, what culture makes him or her want to stay? Here are some factors:
A post at paulgraham.com offers another interesting look inside the head of tech folks. It says meetings can be especially annoying, beyond all the usual complaints, because they disrupt programmers' schedules. It explains that managers' days tend to be divided into hour increments, while what it calls "makers" deal in half-days. A 3 p.m. meeting can cut the afternoon into two small blocks of time where it's hard to get anything done.