Programming-employment decisions are a critical managerial process. Spolsky asserts that managers should employ the best programmers because “the cost of programmers is spread out over all the copies of the software that you sell.” Furthermore, he states: “Essentially, design adds value faster than it adds cost.” Managers and recruiters should read this book because it is an easy read, and whether you enthusiastically agree with the author’s assertions or question them, they will stimulate thought.

Spolsky asserts: “The great software developers, indeed, the best people in every field, are quite simply never on the market.” To recruit these best developers, Spolsky suggests that recruiters should: “go to the mountain” (where programmers hang out); utilize internships; and build a cluster of individuals around his or her company. One issue not discussed by Spolsky is outsourcing and the foreign labor market.

Once the best programmers are hired, Spolsky believes that they deserve private offices, comfortable chairs, and considerable autonomy. The chapter titled “Sorting Resumes” is especially interesting in that Spolsky suggests that recruiters should not “look for experience with particular technologies.” This comment does contain exceptions for chief software engineers, as well as the need for at least one architect with experience in the language being built upon. The interviewing chapter is also interesting, with the end result of an interview being that the employer wants smart people who get things done.

Spolsky asserts that “the real trick to management is to make people identify with the goals you’re trying to achieve.” Spolsky advocates for the management concept called identity management. Spolsky concludes with the self-designed “Joel Test,” which rates the quality of a software team.

There is an adequate index, but no references or particularly technical material. Managers, recruiters, and programmers will enjoy this easy read.