Dear enthusiastic entrepreneur, I would like first and foremost to wish you well on your endeavor. Starting a business is no small feat and you will certainly need all the help you can get to bring your idea to life. That being said, let's talk about money. You will require money if you plan on developing software. If you've considered finding and asking a developer for his or her time in exchange for sweat equity, I'm going to strongly advise you against it. Not only are these requests often derided, they are often insulting to the developer. Worse yet, they make you appear an amateur with little understanding of how the technology field and development works. In the words of the Joker, "If you're good at something, never do it for free." All the engineers I trust to execute a project swiftly, professionally and with quality, especially under startup conditions, will not touch an upfront equity deal with a 10-foot pole. They understand not only the value of their abilities, but that they could just as easily band together and make their own startup. A common trait among these engineers is an understanding of their own entrepreneurial value. Investing time in your goals, when they could be developing their own, comes across as a high opportunity cost with an extremely unlikely payoff. As great as you think your idea may be, 90% of startups still fail. If you've ever tried to secure external business funding, whether it be angel or venture based, then you know that there's most likely weeks of negotiation coupled with presentations, milestones and the unmistakable feeling that you're in a fish bowl being watched. This shouldn't come as a surprise since you're asking someone for a large sum of money. The lender wants to see mitigated risk as well as receive some ownership for their money. Equity to a developer works the same way, except it's often approached as hiring an employee instead of bringing on an investor. Be prepared with your business plan, term sheet, and probably a beer. An "I'm giving you the opportunity to get in on the ground floor" attitude is going to make you the target of contempt. So when is equity OK? It will vary depending on the unique situation of the developer, but a good rule of thumb would be to not offer it until AFTER you've developed a successful working relationship in which you have demonstrated your ability to execute your business plan. Your stock options are worth zero until you successfully exit and, even then, only if the strike price is better than market value. Proof of execution is what matters today, not ideas. It's not that somebody is working for free, it's that they're working for a better long-term payoff. A payoff which you must prove is likely to happen. Also, just like an investment, the more risk that's on the table at the time of the offer, the more of your company you should be prepared to part with. If you offer a fractional percentage, don't expect a call back. It's going to be a rough road, as it is with all startups, and I wish you the best of luck in your venture. -Chris

I really dislike the direction modern technical interviews are taking.  I have interviewed with several companies over the years and I am starting to recognize trends in the hiring community.  One of the biggest and most difficult to deal with is "How do we hire the best people?" I've been a key player in the hiring process for 3 fairly well-known companies at this point so I want to share my opinions on the matter. 1) The phone screen should be no more than 15 minutes Honestly, you can learn *a lot* about an individual in 15 minutes.  What are they up to now?  Why your company? What do they do for fun? What online communities are you a part of?  Some companies prefer 30 minutes with technical questions; I like them short and sweet. 2) Algorithm questions on the phone are worthless If your company truly needs somebody with a strong skill in algorithms then you should probably be hiring a masters or PhD student in computer science; not a random engineer without a published body of work on the matter. Is that to say don't ask logic problems?  Not necessarily.  The purpose of the phone call is a cursory screen, so ASK a question that most people are likely to be able to say something about.  Algorithm questions aren't easy to verbalize, that's why math notation was invented and why college campuses keep white boards everywhere.  Think about how you would verbally describe how you would figure out how many jelly beans fit in a VW bug as opposed to describing the inner details of a network algorithm.  I'm willing to bet the jelly bean question is much easier to talk about and still offers considerable insight. 3) This is the era of social media.  Use social networks to find people All the best engineers I deal with are highly social people.  They have accounts on github, are located on Facebook, and probably have a minimum of five other networks linked on their personal domain not counting their blog.  If someone sends their resume to you and it has their personal domain listed you have an opportunity to learn more about their background as an engineer than any phone screen will reveal.  It also makes the interviewee feel like you aren't wasting their time because you checked out their background FIRST. 4) Personality is more important than technical skill A douchebag that knows the entire Java API off the top of his head is still a douchebag.  Douchebags work poorly in teams and quickly accumulate animosity poisoning the team environment.  Someone with less technical skill, but who gels nicely with the team, can be taught fairly easily and brought up to speed.  If your in an agile environment that practices pairing, than this choice is even easier. As a corollary, the team that will be working with the individual should have the final hiring decision.  They, after all, are the ones that will have to work with the person.  Hiring the aforementioned d-bag will undermine your respect as a manager and the rest of the team will alienate the misfit causing productivity to plummet.  I've seen it happen at several companies across a wide spread of teams.