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Hiring Engineering Managers: The Complete Guide

Market Snapshot
Senior Salary (US)
$200k – $280k
Hiring Difficulty Hard
Easy Hard
Avg. Time to Hire 8-12 weeks

Engineering Manager

Definition

A Engineering Manager is a technical professional who designs, builds, and maintains software systems using programming languages and development frameworks. This specialized role requires deep technical expertise, continuous learning, and collaboration with cross-functional teams to deliver high-quality software products that meet business needs.

Engineering Manager is a fundamental concept in tech recruiting and talent acquisition. In the context of hiring developers and technical professionals, engineering manager plays a crucial role in connecting organizations with the right talent. Whether you're a recruiter, hiring manager, or candidate, understanding engineering manager helps navigate the complex landscape of modern tech hiring. This concept is particularly important for developer-focused recruiting where technical expertise and cultural fit must be carefully balanced.

What Engineering Managers Actually Do

Junior0-2 yrs

Curiosity & fundamentals

Asks good questions
Learning mindset
Clean code
Mid-Level2-5 yrs

Independence & ownership

Ships end-to-end
Writes tests
Mentors juniors
Senior5+ yrs

Architecture & leadership

Designs systems
Tech decisions
Unblocks others
Staff+8+ yrs

Strategy & org impact

Cross-team work
Solves ambiguity
Multiplies output

The role varies, but typically includes:

People Management (40-60%)

  • 1:1s and coaching - Regular check-ins, career development, feedback
  • Performance management - Goal setting, reviews, handling underperformance
  • Hiring - Interviewing, selling candidates, onboarding
  • Team health - Morale, conflict resolution, retention

Delivery Management (20-40%)

  • Project oversight - Ensuring work ships on time and meets quality bar
  • Process improvement - Standups, planning, retrospectives
  • Cross-team coordination - Dependencies, roadmap alignment
  • Technical decisions - Input on architecture, tech debt, priorities

Technical Involvement (0-40%)

  • Architecture input - Reviewing designs, setting technical direction
  • Code review - Maintaining technical context
  • Coding - Varies by company; some EMs code, others don't
  • Technical hiring - Evaluating candidates' technical skills

EM Archetypes: Know What You Need

Tech Lead Manager (TLM)

  • Heavy technical involvement (30-50% coding)
  • Common at startups and small teams
  • Risk: Management suffers when technical work takes over

People-First Manager

  • Focus on coaching and team development
  • Common at larger companies
  • Risk: May lose technical credibility over time

Delivery-Focused Manager

  • Emphasis on shipping and processes
  • Common in fast-moving environments
  • Risk: Can become project manager without people development

Player-Coach

  • Balances hands-on work with management
  • Common in senior IC to EM transitions
  • Risk: Neither role gets full attention

Be explicit about which type you need.


Interview Focus Areas

People Management Skills

  • How they develop engineers at different levels
  • Handling difficult conversations (performance issues, conflicts)
  • Building inclusive, psychologically safe teams
  • Retention strategies beyond compensation

Technical Credibility

  • Can they evaluate technical trade-offs?
  • Do engineers respect their technical judgment?
  • How do they stay current without coding daily?
  • Can they hire and assess technical talent?

Delivery Track Record

  • Shipped projects with meaningful impact
  • Handled scope creep, changing priorities
  • Made difficult prioritization decisions
  • Improved team velocity/quality over time

Leadership Philosophy

  • How they delegate vs. get involved
  • Balancing individual growth with team needs
  • Managing up (working with their manager, executives)
  • Cross-functional collaboration style

Common Hiring Mistakes

1. Hiring Great Engineers Who Don't Want to Manage

Technical excellence ≠ management desire or aptitude. Ask directly: "Why do you want to be a manager instead of a Staff Engineer?"

2. Ignoring Technical Depth

An EM without technical credibility can't earn their team's respect, evaluate technical decisions, or hire effectively. Ensure they can discuss your domain technically.

3. Testing Management Theory, Not Practice

"Tell me about situational leadership" tests reading. "Tell me about a time you had to let someone go" tests reality. Focus on specific experiences.

4. Not Clarifying Scope

Is this managing 4 engineers or 15? Greenfield team or turnaround? IC hiring or manager hiring? The same title means different jobs.


Red Flags

  • No specific examples - Vague answers about "building teams" without details
  • Blames previous teams - Good managers take responsibility
  • Only talks about process - Management is about people, not just standups
  • Hasn't handled hard situations - Never fired anyone, never navigated conflict
  • Can't discuss technical trade-offs - Will lose credibility with engineers
  • Doesn't ask about the team - Great EMs want to understand who they'll lead

Compensation and Career Path

Engineering Manager compensation varies significantly by company size, location, and scope. In the US, expect $160-200K for first-line EMs, $200-280K for senior EMs managing larger teams or multiple teams, and $250-350K+ for Directors. FAANG and top-tier startups often offer total compensation packages exceeding $400K for experienced engineering leaders.

EM to Director Path

The progression from EM to Director typically involves:

  • Managing managers - Overseeing other EMs, not just ICs
  • Organizational influence - Shaping engineering culture across multiple teams
  • Strategic planning - Quarterly and annual roadmap ownership
  • Executive communication - Regular interaction with C-suite

Most EMs reach Director level in 3-5 years if they demonstrate strong team results, ability to scale leadership, and organizational impact. Some stay as senior ICs who move to Staff/Principal tracks—both paths are valid.


The First 90 Days

When onboarding a new Engineering Manager, structure their ramp:

Days 1-30: Learn and Listen

  • Meet every team member 1:1
  • Understand current projects and challenges
  • Observe existing processes without changing them
  • Build relationships with peer EMs and stakeholders

Days 31-60: Identify and Plan

  • Surface team pain points and quick wins
  • Propose 1-2 small improvements
  • Begin providing feedback in 1:1s
  • Start participating in hiring if needed

Days 61-90: Execute and Iterate

  • Implement agreed improvements
  • Take full ownership of team delivery
  • Begin driving longer-term initiatives
  • Establish regular communication rhythms

New EMs who try to change everything immediately often fail. The best EMs earn trust before making changes.

Frequently Asked Questions

Frequently Asked Questions

Depends on your needs. For small teams (4-6), a coding EM can work well. For larger teams or complex people situations, management should be the priority. The risk with coding EMs is that technical work crowds out management when things get busy. Be clear about expectations.

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