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    <p>Does the problem stem from lack of skills or ability, attitude problems on the part of the programmers, or from a corporate culture that doesn't promote a good work ethic?</p> <p>If it's skills, you already know that there are some things you can't teach. If the company is willing (and it seems that it is), and you can show improvement, I would ramp up the training, and see which developers rise to the occasion. Those who don't you will have to let go. I wouldn't hire additional developers until you know that you will be letting go some of your existing ones.</p> <p>If it's laziness or other attitude problems on the part of the programmers, you will have to convince your management to back you up on disciplinary actions. Document all problems, as <a href="https://stackoverflow.com/questions/2252772/how-to-demonstrate-to-management-that-mediocre-developers-are-hurting-team/2252829#2252829">Scott Vercuski</a> describes. Gradually cull away those programmers that cannot rise to the occasion. Let the remaining programmers know that they are expected to learn good programming techniques and best practices, and use them.</p> <p>Have code reviews, if you are not doing that already. There are plenty of resources that explain how to do this properly. They should not be shouting matches, but rather looked upon as strategy sessions to produce desired outcomes. Discuss the code. How can it be improved? Write some new code in the review, if necessary.</p> <p>If management is the problem, tell them they are the problem, and show them how they can fix it. But you must be eloquent and persuasive. You must be <em>their</em> advocate. Write a paper about the problem. Make a presentation and show it. Appeal to profit motives.</p> <p>Finally, be the best leader for your people that you can be. Help them. Keep them unblocked so they can do their job. Part of your job is shielding your people from the politics of upper management and maintaining a decent work environment, so that they can focus on doing the best job they can. In other words, make sure that your people can trust you.</p>
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    1. POHow to demonstrate to management that mediocre developers are hurting team
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    1. USRobert Harvey
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    1. COInterested here Robert. Do you have any links or resources on "How Not To Do a Code Review." I ask because I believe I was in one that went terribly wrong the other day... I would like external documentation for when I go to management (yet again) about this Senior Engineer. (I even went so far as to bounce the scenario off of another Senior I once worked under and he concurred that the response I got "seemed a little off.")
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      1. USJason D
    2. CO@Jason: Not sure what happened at your code review, but this article might provide some insight: http://it.toolbox.com/blogs/puramu/tips-for-a-successful-code-review-12946
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    3. COnot quite what I was hoping for, but it did point out other fundamental flaws in how we do the review process. (e.g. not having the "Grown-up"/non-vested party as the one leading the review...) I'll use that link among others to discuss improvements to our code review process with management and use my recent personal experience as an example of why the impartial mediator should be there...
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