Is it possible to train a middle schooler in an online school? EdTech industry players weigh in

Contents:

• Does the "junior curse" really exist?
• Is there a clear understanding of who juniors are?
• Is it possible to learn "from scratch to middle"?
• Why don't online schools create mass partnership programs with IT companies?
• Is it possible to develop juniors through the community?
• Why the "junior curse" may intensify in the near future

Does the "junior curse" really exist?

Not all EdTech industry representatives we surveyed agree that the "junior curse" has become more pressing.

Kirill Pshinnik, CEO of the Zerocoder online school, notes a significant problem in the area of ​​employment. Previously, employers preferred to "nurture" entry-level specialists, counting on their long-term commitment to the company. This strategy was more cost-effective than hiring experienced personnel. However, since the beginning of 2022, companies have faced a significant reduction in their planning horizon, which has negatively impacted their willingness to invest in long-term employee training. In the face of uncertainty, businesses are increasingly refusing to invest in the development of new specialists, which may affect the quality of personnel in the IT sector in the future.

Sergey Popov, Director of the "Programming" educational product at Skillbox, notes that there is currently an increase in the successful employment of course graduates. More and more companies are offering internal internships, creating additional opportunities for young professionals. He believes that employers recognize that, due to the shortage of qualified personnel, relying solely on middle-level professionals is insufficient. The market needs to develop a critical mass of juniors, which will enable the development of middle-level professionals. Therefore, there is no contradiction between the educational course market and the labor market. It's important to establish collaboration between EdTech and the labor market to ensure educational programs meet the real needs of employers and aren't developing "in a vacuum."

Is there a clear definition of junior specialists?

According to Nikita Starun, CMO at Skillfactory, businesses truly need entry-level specialists, but not just newbies who've completed online courses or internships. They need specialists with experience solving complex problems, the ability to quickly adapt to work processes, and effectively collaborate with a team. Nikita believes that online schools should aim not only to educate students but also to provide them with practical experience, the necessary tools, and tangible results to successfully complete business tasks.

Junior specialist is a term with blurred boundaries, notes Nikita. This term can include both course graduates with minimal practical experience and those who have completed an internship or already worked in their field. Therefore, according to Skillfactory, it's important to consider not only the junior level but also the specific key skills required for entry-level positions. Effective assessment of junior specialists should be based on their ability to apply acquired knowledge in practice and adapt to the work environment. Mikhail Seregin, co-founder of the online school karpov.courses, emphasizes that not all candidates who complete courses and consider themselves juniors have actually reached this level. There's a common belief that any course automatically turns students into juniors, but most only prepare them for trainee status. This creates a false impression of readiness for junior positions. The problem with employment may lie precisely in this misunderstanding.

Despite the growing number of applications for each vacancy, the number of candidates with a realistic chance of employment remains stable. HR specialists are already effectively filtering out trainees who mistakenly consider themselves juniors. In the future, students will also be able to distinguish between reskilling courses aimed at changing careers and lifestyle courses.

According to Mikhail's observations, the requirements for juniors in the labor market are changing annually and becoming more stringent. This is due to the rapid development of technology and increased competition among specialists. Today, employers are looking not only for basic skills but also a deep understanding of modern tools and work methods. It is important that young specialists are ready to adapt to new conditions and continuously develop their knowledge and competencies.

Madin Tlishev, Head of the Yandex Praktikum Product Portfolio Development Team, emphasizes that there is no unified grading system in the IT sector. Each employer sets its own skill requirements for different levels, which leads to significant differences both between companies and across industries. For entry-level IT specialists, there are "junior" and "junior+" levels. According to Job Market Fit research, the main difference between a "junior+" and a "junior" is the former's ability to analyze problems and propose solutions. This makes "junior+" more desirable to employers, as these skills indicate a higher level of competence and readiness to solve complex problems.

In conclusion, two key findings can be made. First, in order to objectively assess whether there is a shortage of entry-level specialists in the market, all market participants must clearly define what constitutes a junior. It is important to establish what skills and level of entry-level experience, or lack thereof, correspond to this level. This will allow for a more accurate analysis of the labor market situation and identifying the real needs of employers.

Many aspiring IT professionals who face difficulties finding employment may lack the key skills required even for a junior position. Furthermore, to meet labor market needs, online schools should develop curricula focused on the skills employers expect from aspiring professionals. This will make graduates more competitive and increase their chances of successful employment in the IT industry.

Reading is an important part of our lives, which helps develop thinking and enriches knowledge. It contributes to the improvement of communication skills and critical analysis. In addition, reading various genres of literature broadens horizons and deepens understanding of the world. It's important to choose quality materials that are not only interesting but also useful for personal growth. The variety of literature allows everyone to find something to suit their taste, whether it's fiction, scientific articles, or educational books. Regular reading helps improve memory and concentration, which is especially important in today's world, where information is available in abundance. Therefore, it's important to devote time to reading and develop this useful habit. Juniors lack sufficient knowledge: why I think this is normal. In today's world, many people are just starting out in various fields, and this applies not only to their professional activities but also to their personal development. Juniors, or beginning specialists, often face a lack of experience and information. However, I believe this is completely natural and normal. Every professional was once a beginner. The learning process takes time and practice, and there is nothing wrong with that. Juniors have the opportunity to grow and develop, and their lack of knowledge should not be judged, but rather should serve as an incentive for learning and self-improvement.

It is important to create a supportive environment for juniors where they can ask questions and receive help. Experienced colleagues can share their knowledge and skills, which will help new specialists adapt and develop more quickly. Therefore, a lack of knowledge among juniors is not an indicator of their low qualifications, but an opportunity for growth and learning, which will ultimately lead to an increase in the overall competence of the team.

Is it possible to learn "from scratch to middle"?

The experts we surveyed are unanimous in their opinion: practical work experience is a key factor in improving the skills of an IT specialist and moving from a junior to a middle level. Gaining new knowledge, for example, in courses, without real application of this knowledge in work will not produce the expected result. Practical experience helps develop the skills needed to solve complex problems and adapt to changing IT requirements.

A middle programmer is a specialist with practical experience working on projects involving real users and financial risks. As Kirill Mokevnin, co-founder of the online programming school Hexlet, notes, a middle programmer is someone who has encountered a variety of situations in the field. They have experience working with poor technical specifications and ineffective solutions, and are adept at dealing with missed deadlines, server failures, and user dissatisfaction. Such a specialist is able to adapt to change and find optimal solutions in difficult conditions, making them a valuable asset for any employer.

A middle developer is able to not only share correct work approaches but also warn about common mistakes based on personal experience. According to Kirill, reaching this level requires two to three years of intensive practice. However, is it possible to achieve this level through training? Kirill believes this is only possible in courses that offer not just theoretical training but full-fledged work on real projects with their inherent complexities. He cites the offline format as particularly effective, providing full immersion in the work environment and solving real-world problems. Therefore, high-quality training should be closely linked to real-world practice and current development challenges. Organizing a similar project requires significant investment, and even large companies may not be willing to allocate such funds for development. Therefore, an alternative solution, according to Hexlet co-founder Kirill, is engaging young professionals in open source projects led by programmers from around the world, such as Chromium, Linux, React, and Node.js. An online school can actively seek out such projects, establish contacts with their teams, and provide support to students, helping them adapt and overcome their fear of participating in such initiatives. This approach, as Kirill notes, is successfully used at Hexlet.

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The transition from junior to middle is an important stage in a developer's career. To successfully take this step, you need to objectively assess your skills and qualifications.

The first thing to consider is your level of knowledge and experience in your field. A middle developer should have a solid command of the core technologies they work with and experience solving complex problems. Analyze your projects: what technologies you used, what problems you solved, and what results you achieved.

The next step is teamwork. A middle developer often interacts with other team members, managers, and clients. Focus on your communication and collaboration skills. Participation in team projects and an active role in discussions will help you develop these qualities.

It's also important to continually learn and stay up-to-date on new development trends. Take courses, read relevant literature, and participate in professional communities. This will not only help you improve your skills but also build a network of contacts, which can be useful when looking for a new job or getting recommendations.

Finally, don't be afraid to seek feedback from more experienced colleagues. They can help you identify areas for development and offer recommendations for improving your skills. Regularly evaluate your achievements and set new goals. By following these recommendations, you can confidently move into a middle position and continue your development in the field of development.

Kirill Mokevnin notes that even after completing real-world tasks under the guidance of experienced developers, students will not become full-fledged middle programmers. "They will still be junior programmers, but with sufficient experience that can help them find a job," he concludes. This emphasizes the importance of practical experience in the learning process and the need for further skill development to achieve higher qualifications in the field of programming.

Sergey Popov expresses doubt about the effectiveness of programs promising training from beginner to middle. He believes that courses can provide the necessary knowledge and skills appropriate for a middle-level professional, but cannot replace practical experience in an online school. In his opinion, during the training process up to the junior level, school can influence 80% of a student's educational outcome and success, while by the middle level, this influence decreases to approximately 50%.

Sergey suggests that a different format is needed to train middle-level specialists, as traditional methods may be ineffective with this audience. He believes that approaches such as individual consultations, personalized learning, project-based activities, and hackathons may better suit the needs of middle-level professionals. These methods promote a deeper understanding of the material and the development of practical skills, which is especially important at this stage of career growth.

Mikhail Seregin asserts that training a middle-level specialist through courses is possible provided the student has prior experience that can be useful in a new profession. He emphasizes that among the graduates, many people have experience in logistics, economics, and accounting, who successfully adapt to new tools and find work in IT in mid-level positions.

Students can achieve significant success if the new direction matches their intellectual abilities and past experience. However, as Mikhail Seregin notes, it is difficult to become a middle IT specialist while simultaneously changing the scope of work, tools, and specifics of work. It is important to choose a direction that will harmonize with your existing knowledge and skills in order to develop most effectively in the new field.

Vladimir Sinitsyn, COO of Bang Bang Education, a design and technology school that is part of the Ultimate Education holding company, believes that training a middle IT specialist in an online school is truly achievable. However, this requires a comprehensive approach. He characterizes such a program as follows:

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The program should combine in-depth theoretical training with practical experience, including work on real projects, close collaboration with companies, and mentorship from experienced specialists. A key aspect of the program is the development of professional skills and deep specialization that meets modern market demands. The program's duration can vary from six months to a year and includes regular practical classes and active feedback from mentors. This allows for sustained learning dynamics and rapid adaptation to industry changes.

Vladimir proposes implementing a hybrid learning format that combines online lessons with regular in-person sessions, intensive work meetings, and hackathons. This approach will allow students to gain the practical experience necessary for a successful career in IT. Furthermore, the integration of career services and the opportunity to directly interact with IT industry representatives will significantly increase graduates' employability and help them advance to the middle-level.

Why don't online schools widely implement partnership programs with IT companies?

All the experts interviewed emphasize the importance of practical experience for achieving a middle-level position in the IT field. Therefore, training can be more effective if it is based on customized, practical programs developed in collaboration between EdTech and IT companies. This approach will provide students with the opportunity to acquire relevant knowledge and skills that meet market demands, which will increase their competitiveness and chances of successful employment.

The online school creates an educational program based on the real-world work tasks of a partner company that is unable to open its own programming school. As Vladimir Sinitsyn emphasizes, this model allows the partner company to obtain employees trained specifically for its technological processes and corporate culture. This also helps reduce the costs of recruiting and training new employees, making the partnership beneficial for both parties. Thus, the online school and the partner company jointly develop highly qualified personnel, which increases efficiency and facilitates business development.

Maria Aseykina, leader of the Yandex Praktikum Workshop, supports the idea of ​​creating programs aimed at the systematic training of highly qualified candidates. She notes that such initiatives are especially in demand at universities, where new specialists are trained who are ready to meet the challenges of the modern labor market. Such programs help improve the quality of education and provide students with the necessary skills for successful careers.

Last year, Yandex launched joint educational programs at six Russian universities: MIREA, MAI, MEPhI, NSU, ITMO, and the National Research University Higher School of Economics in St. Petersburg. According to Maria, when training middle-level specialists, the key is not only the training format but also an understanding of the specific skills needed to develop: hard skills, soft skills, or in-depth study of a specific company's specifics. This ensures that educational programs meet current labor market requirements and increases graduates' competitiveness.

Why haven't programs based on real-world projects yet become widespread in online schools? As Kirill Mokevnin mentioned, the main reason is the high cost of their implementation. The development and implementation of such programs require significant financial investment, making them less accessible to most educational institutions. Furthermore, it's necessary to consider student needs and adapt courses to different skill levels, which also increases costs. As a result, many online schools opt for more traditional approaches to teaching, which limits the development of innovative programs. Custom educational program development is a complex and costly process. Employers' plans can change quickly, jeopardizing the sustainability of such programs. Even the most talented students require constant guidance, review of their work, and analysis of their results, which requires significant management resources, which are already quite expensive in the IT sector, shares the co-founder of the online school karpov.courses. Effective management of educational processes and adaptation of programs to changing market conditions are becoming key factors for the successful training and preparation of specialists. According to Mikhail Seregin, for partner company employees who act as co-organizers, curators, and mentors within the educational program, educational tasks will be a lower priority than their primary work responsibilities. This highlights the importance of balancing educational initiatives with employees' core activities, which can impact the effectiveness of program implementation.

Sergey Popov believes that developing a custom educational product for a specific partner is too expensive and unprofitable for both the EdTech company and the IT partner. Furthermore, there is another significant obstacle: training based on the IT company's real-world work tasks requires access to its internal processes. However, not all companies are willing to disclose this information, and in most cases, it requires signing a non-disclosure agreement (NDA). These factors significantly complicate the creation of customized educational programs, making them less attractive for both parties.

From this perspective, IT companies often find it easier to organize in-house employee training than to collaborate with external partners. This statement is confirmed by the Director of the Programming Educational Product at Skillbox. Internal training programs allow companies to more effectively tailor courses to their needs and work specifics, as well as control the quality and process of training.

Kirill Mokevnin identifies another reason for the lack of viability of EdTech programs. When students finance their own education, they are faced with a double burden. They must simultaneously earn money to pay for their studies and work on real IT projects without compensation during their studies. This creates significant barriers for students, which can negatively impact their motivation and success in acquiring the necessary skills.

"Only those who can afford to take at least a year off from work can afford this. In practice, attempts to implement such training often fail, as people are unwilling to invest in the process when they realize they're working on a real project," notes the co-founder of the online programming school Hexlet.

The training model based on real internal projects at IT companies serves as an effective tool for selecting candidates with basic programming skills. This approach allows employers to assess applicants' abilities and tailor their knowledge to the requirements of a specific job opening. This helps not only identify candidates' potential but also improve their skills to the required level, which ultimately contributes to the formation of a stronger and more prepared team.

Is there a solution to the shortage of qualified programmers? Kirill Pshinnik argues that government support programs, such as subsidies or reimbursements for interns' training, can be an effective tool for stimulating the creation and development of partnership programs. These measures will not only increase the number of programming specialists but also improve the quality of education, which in turn will have a positive impact on the IT industry as a whole. Government support can play a key role in creating a qualified talent pool and ensuring sustainable growth in the IT sector.

Is it possible to develop juniors through communities?

Large online schools are actively developing communities for their students and graduates. While this is not the only way to reach the middle level, educational institution leaders are confident that such communities significantly contribute to the development of aspiring specialists. This is especially noticeable when the community is not limited to a simple platform for communication, but also includes hackathons, conferences, and other events. In such well-organized communities, you can meet not only recent graduates but also experienced specialists who have already achieved high positions. This creates a unique environment for sharing experiences and professional growth, which ultimately helps newcomers find jobs and advance in their careers. Networking is an essential tool for IT professionals. To stay on the cutting edge of the industry and stay abreast of current trends, IT professionals need to actively engage with one another. The Director of the Programming educational product at Skillbox emphasizes that networking opens new opportunities for professional growth and knowledge sharing. Strengthening connections with colleagues and industry experts not only contributes to personal development but also improves career prospects. Yandex Praktikum, Zerokoder, Bang Bang Education, and Skillfactory believe that community plays a key role in enhancing students' skills and expertise. This is achieved through experience sharing, participation in events, access to professional contacts, and up-to-date information on job openings. Hexlet also emphasizes the importance of community. Kirill Mokevnin notes that many current developers, including former students, join the community looking for junior developers to join their teams. Mentors often invite their students to join them because they know their level and abilities well. Thus, participation in the community not only promotes learning but also opens doors to career opportunities in the IT industry.

Artificially creating a community for networking is impossible, says Mikhail Seregin. He emphasizes the importance of finding a reason that will become the basis for creating value in interactions between participants. Creating effective networking requires a natural approach, where the exchange of knowledge and experience becomes a priority.

Why the "junior curse" may intensify in the near future

The CEO of the online school "Zerocoder" claims that the rapid development of neural networks will complicate the job search for newcomers to gain experience and improve their skills. In the next five years, the developer market will undergo significant changes, which will affect the career prospects of young specialists. In the context of increasing automation and the implementation of artificial intelligence, it's important to adapt to new requirements and develop relevant skills to remain competitive in the labor market.

The fact is that junior developers often struggle to handle complex projects that require extensive code structure and proper architecture. Neural networks, as Kirill Pshinnik notes, are capable of performing these tasks, making them a potential replacement for junior developers. Therefore, it becomes more profitable for companies to hire experienced specialists, such as seniors and middle developers, who have the skills to analyze existing code and manage neural networks. This improves the quality of development and accelerates the software creation process.

Kirill considers two opposing scenarios.

• Companies will offer more internships for junior developers so they can integrate into real projects and gain experience;
• There will be an almost complete rejection of programmers in favor of production engineers, who will actually perform the function of creating code, while a small number of programmers will manage this process. "There will be production engineers specializing in coding, and developer-team leads (you can call them AI team leads) who will assemble a full-fledged project architecture," he suggests.

Regular replacement and renewal of personnel is necessary among experienced team leads. If junior specialists do not accumulate sufficient experience, the renewal process will stall. Thus, the problem of a lack of competent personnel among junior developers is becoming relevant. The "curse of the juniors" really could become a permanent problem for the industry. Without opportunities for growth and development of young specialists, companies risk facing a shortage of qualified leaders, which will negatively impact their future.