[My First Note] Is it true that "American engineers work efficiently"? What I felt after actually working there

Nice to meet you, I'm Gippo.

I work as a software engineer in the United States. In this note, I plan to share my thoughts on what it's actually like to work in the U.S., the differences from Japan, and other topics in a casual way.

The theme for this first post is "How American engineers work."

I think there is an image that American engineers "work efficiently."

They don't do unnecessary overtime and produce results in a short amount of time. From a Japanese perspective, this might look like an ideal way to work.

I also had that image before I started working in the U.S.

However, the first thing that surprised me when I actually started working was that I would receive Slack messages even on holidays, and notifications for new pull requests or code reviews would pop up. It is also a common sight to see people joining meetings from the bus during their commute or participating in conference calls from their cars.

It turned out that "working efficiently" did not mean "not working much."

Why do they work so much? — A culture of results-oriented performance

American engineering culture is quite results-oriented. What you achieve is valued more than the hours you work. If you don't produce results, it's easier to get fired or become a target for layoffs.

That is precisely why many people naturally work hard to produce results.

And there are solid systems in place to visualize those "results."

Performance Reviews (Quarterly)

In many companies, performance reviews are conducted every quarter. You look back at what you achieved during this period and how much progress you made toward your goals, and then align your evaluation with your manager.

Depending on the company, peer reviews (evaluations from colleagues) may be included. Feedback is gathered from team members you worked with on "how this person performed." It is a system where not only the supervisor's subjective view but also evaluations from those around you are reflected.

This has its good sides, but conversely, it also creates pressure that "it's bad if your results aren't visible to those around you."

1-on-1 Meetings

At American tech companies, it is common to have 1-on-1 meetings with your manager regularly, either weekly or bi-weekly. In Japan, there might not be as many opportunities to talk one-on-one with your supervisor regularly.

In a 1-on-1, you talk about a wide range of topics, not just work progress, but also career direction, things you are struggling with, and feedback for the team. It is a place to regularly share your situation with your manager, and at the same time, it serves as a safety net to deal with problems early on.

Furthermore, there are often 1-on-1s with your skip-level manager (your boss's boss) about once a month. This functions as a channel to convey your opinions directly regarding the overall direction of the team and whether there are any issues in your relationship with your direct manager.

PIP (Performance Improvement Plan)

If it is determined that your performance has not reached the standard, you may be issued a PIP (Performance Improvement Plan).

This is a formal notice stating, "Please show this much improvement within this period." The period is usually about one to two months, and if no improvement is recognized, it leads to termination.

Honestly, there are not a few engineers who take it as "being encouraged to resign" the moment a PIP is issued. While there are cases where people improve and stay, many people start job hunting at this stage.

It might feel harsh from a Japanese perspective, but it can also be said that this sense of tension is what creates a culture where people work while being conscious of their results on a daily basis.

The reason I still work — The power of "liking it"

Another thing I found interesting is that the more talented the engineer, the harder they work. However, I get the impression that for many, it feels more like a "hobby" than a sense of duty. They are so curious about what they are working on that they end up doing it even on their days off—that's the kind of feeling.

I myself, when I first joined a Ruby project, was so driven that I had nightmares about code and worked non-stop regardless of whether it was a holiday or not.

A work style with clear boundaries

However, it is also typical of America to take proper breaks during times when you are not busy. I have friends who take a two-month vacation every year.

Having a clear distinction between on and off—I feel this is a good part of the American way of working.

Summary

American engineers don't so much "work efficiently" as they do "pour all their energy into producing results." Behind that is a strict evaluation system like performance reviews and PIPs, creating an environment where results are always demanded.

But at the same time, many people work because they love it, and when they take a break, they take it properly. That way of balancing things might be a little different from Japan.

If there is anyone who thinks "American engineers = it seems easy," I would be happy if this article conveyed even a little bit of the realistic side.