I have ended up in dependency hell. For once this has nothing to do with npm.
We hired a tester because I told my boss if he wanted things to improve in that regard, it needed more attention than I could give it.
The CTO insisted we hire a contractor so we could have an expert in temporarily and then see what we need thereafter. The contractor the company hired (via an outsourcing company) was worse than useless, so after a few months I convinced my boss to get rid.
We spent 6 months looking for someone permanent. And after sifting through mountains of identical CVs (and even more AI slop) from people who obviously didn’t know a damn thing about anything, we finally found a couple of ok people. Unfortunately for me, we seem to have made the wrong choice.
Red Flag 1
His first task was to spend a few weeks learning about Playwright and tell us if he was happy to use it over selenium. After one month, the total of his work was to complete the introduction to playwright exercise and say “yeah I can work with this”.
His second task was to throw away all the shite the contractor had done, and create a base automated test suite for our flagship project that was well structured, observed playwright recommended practice, and took care of any global oddities caused by our system.
After another month it became very clear that his month “researching playwright” had not been time well spent, and that this level of programming was far beyond him. It was a shame, but I wasn’t too bothered about this at the time. Whilst he’d clearly oversold himself in his interview, he’s not a developer, and we had been actively looking for someone that was stronger on the theoretical and manual testing side of things.
I had some spare capacity, so I took a couple of weeks and I created the test suite and wrote up some documentation on how to build on it and extend it in future. Problem solved.
All Aboard
Shortly after this, full scale development restarted on our flagship project, so Pull Requests start to arrive that need testing.
The system is basic form a technology point of view, but a bit tricky in terms of business process. Everyone in my team has each had a tough first 6 months getting to grips with it, so I knew the tester would be no different.
I spent 6 months helping him with every PR. Explaining every bug and backlog item. Showing how he could test it and what gotchas were in store for him.
At the same time I trained him on the horrors of manual formal testing in the old fashioned GxP CSV world. Showed him our current best efforts at manual tests that struck a balance between ease of maintenance/execution and that were acceptability according to the quality assurance auditors.
It’s a lot to take in, so I paired with him every step of the way. Every script written and executed, we did it together.
We finished testing and the release went out on time. I was exhausted from doing 2 jobs but considered it a good time investment for next time around.
Red Flag 2
Along comes the next phase of development. I was looking forward to doing less testing. This has proved misguided.
I figured I would continue to lead the risk assessments and collaborate with him on a test plan, then mostly leave him too it, helping (regularly) when needed.
Unfortunately, and I don’t know how else to say this, he doesn’t actually do anything.
An example
We agree a new bit of functionality needed 3 formal test cases. After having that conversation I go back to my work. Two days later he asks if I’m free in the afternoon for a call about the testing. I agree and he calls.
Tester: “I thought we better get started on this test script”
Me: “Ok… What have you got so far?”
Tester: “Well, you know nothing much yet, I thought best we work on it together”
I’m perplexed and a little cheesed off, but it is what it is, if he’s stuck he’s stuck… But he hasn’t even created an empty test case or done any of the other admin grunt work.
So, we spend 3 hours on teams setting it up, drafting some prerequisites and the first test case. I add a whole bunch of comments to the document saying things like “Make another case exactly like this but for the happy path and another one with an admin user”. I tell him he just needs to do what’s in the comments and then we can go over what he comes up with together.
Wednesday the next week, I get the same message, am I free this afternoon? I make time, it shouldn’t have taken him 4 working days to do 2 hours work, but he’s still getting to grips with stuff.
I jump in the call.
Tester: “I thought if best I set up this call to get this done sooner rather than later.”
Me: “Yeah definitely, let’s have a look”
I open the document and nothing has changed. The last modification was mine, he’s literally not opened the document since last week. Again he says he thought it best we do it together.
Variations on this story play out for the next three months. Whenever I ask him to do something, however small, one of two things happen:
- He says sure, then just doesn’t do it, and I find out later and have to rush the task at the last minute.
- He says sure, then asks when I have some free time to “go over it”, and by “go over it”, he means have a teams call and do it for him.
Planning what to do
At this point I’m giving serious thought to how best I can break this cycle. My default friendly, understanding and, helpful approach isn’t working but also, I don’t want to overcorrect.
Last Friday, my team get an email from our manager saying don’t forget today is the deadline for filling out the self assessment section of our annual review. So I’m wondering what the hell I say in my review about how the testing is going. I’m certainly not for grassing the lad up for being completely useless. This is a problem I need to solve on my own, so I need to think and choose my words carefully.
Final Red Flag
While I’m pondering all this I get that familiar message from the tester. Am I free for a call? I’m wondering what he could possibly want, he’s had nothing to do for 3 or 4 days aside from exploritory testing, maybe he’s found a bug, finally something useful.
He calls me, says hi, and starts sharing his screen. I honestly can’t believe my eyes or my ears. The screen shows his annual review form. He says to me “we’ve worked together so much I thought we should do this together”.
I gather myself as quickly as I can without falling off my chair and I give him general guidance about the questions and some obvious points to mention. “How do you think I should phrase it?” he asks, caret blinking at me from inside the empty text box. He’s waiting for me to dictate to him the words for his self assessment.
It’s at this point I realise I’ve been underestimating the scale of my problem and I’m even more worried than before. I’m bamboozled, I repeat the things I’ve just told him and make an excuse about needing to jump on another call.
I’ve no idea what I’m doing
I don’t know what I do from this point, but I need to do something. I’ve learned I’m obviously pretty damn awful at onboarding team members and I’ve created a colleague who can’t function alone.
I know I can’t keep doing both of our jobs. That’s about all I do know at this point.