The Double-Edged Sword of AI and Remote Work: How Engineering Leaders Can Support Junior Engineers

In today’s tech world, AI and remote work have become the new normal, offering incredible access to information and flexibility. But these advancements also bring challenges, especially for engineers at the beginning of their careers. As an engineering leader, I’ve seen firsthand how these tools, while powerful, can sometimes lead to a sense of isolation and superficial learning, depriving engineers of the deep connections and growth opportunities that come from real human interactions and mentorship.

When I first started as a full-stack engineer, AI wasn’t as prevalent as it is today. I remember working on a project that required building a cloud-based infrastructure—a task that felt overwhelming given my limited experience at the time. Without AI to lean on, I had to rely heavily on my network, reaching out to more experienced colleagues who could guide me through the complexities of the project. This taught me the value of human connections—something that AI, despite its many benefits, simply can’t replicate.

Today, I see junior engineers facing a different challenge. With AI readily available, it’s easy for them to rely too much on quick, AI-generated answers. While AI can be a helpful tool, I’ve noticed that it can also lead to a shallow understanding of complex topics if not balanced with deeper learning. To address this, I actively encourage my team to use AI as a starting point, but not as the sole source of truth. I’ve found that encouraging engineers to discuss their challenges with peers and mentors leads to a richer understanding and better problem-solving skills.

Remote work adds another layer of complexity. Early in my career, the spontaneous "water cooler" moments were invaluable for learning and networking. Now, with remote work becoming more common, these informal interactions are fewer and farther between. I’ve felt the isolation myself, particularly during long stretches of remote work. To combat this, I’ve made it a priority to create virtual spaces where my team can connect informally, replicating the camaraderie that we often take for granted in a physical office.

One of the most important lessons I’ve learned as a leader is the power of asking questions. Early in my career, I was often hesitant to ask for help, fearing that it would make me appear less competent. But as I’ve grown, I’ve realized that fostering a culture where it’s safe to ask questions is crucial for both individual and team growth.

In my current role, I’ve made it a point to create an environment where questions are welcomed and curiosity is celebrated. During our team meetings, I make sure to highlight instances where team members ask insightful questions or propose new ideas. This not only reinforces the importance of continuous learning but also encourages others to speak up without fear of judgment.

• Regular Check-ins: I schedule regular one-on-one meetings with my team members, not just to track progress, but to create a space where they feel comfortable discussing any challenges they’re facing. This practice has been invaluable in keeping the lines of communication open and ensuring that everyone feels supported.

• Celebrate Curiosity: I make it a point to recognize and reward engineers who show curiosity and a desire to learn. This might be as simple as a shoutout in a meeting or a more formal recognition during performance reviews. The key is to make it clear that asking questions and seeking knowledge is not just acceptable—it’s encouraged.

Proactive inclusion is vital in a remote environment. Over the years, I’ve found that informal gatherings—whether virtual coffee breaks or casual team chats—can play a significant role in maintaining team cohesion and morale. As leaders, we should be intentional about creating these opportunities for connection.

For instance, I’ve started organizing bi-weekly virtual water cooler breaks where the agenda is simply to chat about non-work-related topics. These sessions have helped team members get to know each other better, and have fostered a sense of belonging, even though we’re miles apart. Additionally, I’ve implemented a buddy system where new hires are paired with more experienced team members. This has been particularly effective in helping junior engineers get up to speed quickly while also building strong, supportive relationships within the team.

• Implement a Buddy System: Pair junior engineers with more experienced team members. This not only provides the guidance and support that junior engineers need but also helps senior engineers develop their leadership skills. I’ve seen this approach work wonders in helping new team members integrate smoothly and feel valued from day one.

• Encourage Participation in Industry Events: I encourage my team to attend industry meetups and conferences, even if they’re virtual. Not only does this help them stay connected with the latest trends, but it also provides valuable networking opportunities. I make sure to share relevant events and sometimes even organize group attendance to make it a shared learning experience.

Throughout my career, I’ve learned that building and maintaining a network is essential for long-term success. As leaders, it’s our role to facilitate networking opportunities for our teams and encourage them to maintain their connections over time.

I’ve personally benefited from the networks I’ve built over the years—whether it was reaching out to a former colleague for advice or being introduced to new opportunities through a mentor. Recognizing the value of these connections, I’ve made it a priority to help my team build their own networks. These relationships, I’ve found, often open doors that might otherwise remain closed.

• Facilitate Networking Opportunities: I encouraging team members to attend conferences, or simply making introductions, I’ve seen how these connections can lead to valuable collaborations and growth opportunities.

• Promote Long-term Relationship Building: I stress the importance of maintaining relationships with former colleagues and mentors. I’ve encouraged my team to schedule regular catch-ups with their networks, as these relationships can provide support and open up new opportunities in the future.

Reflecting on my journey, I’ve come to see that the most rewarding part of networking is the sense of community and support it provides. Whether you’re just starting out or have been in the industry for years, networking is as crucial as technical skills in climbing the career ladder. As engineering leaders, our role in fostering these connections is pivotal—not only for our own success but for the success of our teams.

By supporting our engineers in building strong networks and maintaining those connections, we help them grow, innovate, and succeed in a fast-evolving tech landscape. And in doing so, we also strengthen the fabric of our teams, creating an environment where everyone has the opportunity to thrive.