Talent week webinar

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Sarah Marrs has prepared a round up of the highest rated and most watched parts of TalentWeek. Spanning Employee Engagement, Career Development and Management there is something for everyone.

Recruiting & HR

HOUSEKEEPING
• Todays webinar will run for approx 30 minutes
• The recording and slides for today’s presentation will be
made available to all attendees.
• All of the content referenced in the webinar is available on
TalentWeek.com
• Join the conversation on Twitter by tweeting @Qualtrics and
using our #TalentWeek hashtag.

• Insights shared from Apple, Google, Tesla, Linkedin, Hootsuite & More
• 20,000 registrations from round the globe
• Webinars from 20 best-in-class speakers
• 20 pieces of content available for download
OVERVIEW OF THE WEEK

KIM SCOTT
KIM’S MAIN THEMES
• Give, receive, and encourage feedback
• Guidance vs feedback
• Radical candour
• Safe environments for feedback
MONDAY

RYAN SMITH
RYAN’S MAIN THEMES
• What does he look for in hiring?
• How can people be more productive?
• What does he look for in leaders?
• What’s his environment for success?
MONDAY
ONCE SOMEONE HAS
EXPERIENCED A RADICALLY
TRANSPARENT ENVIRONMENT,
THEY CAN’T GO BACK TO A
NON-TRANSPARENT WORLD.
“
”

LOUIS EFRON
JULIA BEDNARSKI
LOUIS & JULIA’S MAIN THEMES
• Why is engagement important to Tesla?
• Tesla’s mission & employees
• Overview of Tesla’s survey construct
• How Tesla take action on their survey
MONDAY

MARSHALL GOLDSMITH
MARSHALL’S MAIN THEMES
• Self-change is hard!
• What are Triggers?
• Common pitfalls to self development
• The role of coaching
TUESDAY

DEREK PANDO
DEREK’S TIPS
WEDNESDAY
1. Photo
2. Headline
3. Summary
4. Experience
5. Photos/ videos
6. Skills &
Endorsements
7. Volunteer experience
8. Custom URL

SARAH MARRS
SARAH’S MAIN THEMES
• The future of
employee surveys
• Employee lifecycle
as an example
• Trigger-based
feedback
THURSDAY

JOSH BERSIN
JOSH’S MAIN THEMES
• What do great places to work do?
• People managers
• Measuring engagement
• Diversity
THURSDAY

JAMIE WINTER
JAMIE’S MAIN THEMES
• What differentiates failure and success?
• What should 360s be used for?
• Tips for success
FRIDAY

Wrap Up & Connect
• All webinars & content referenced are available online at TalentWeek.com
• If you have general enquiries about Qualtrics, visit Qualtrics.com or call +44 2088 167
212

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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

Becoming an Agile Manager (bay scrum, 10.24.13)

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Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.

Agile Is Hard (AgileCampSV 2014)

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High Performing Teams

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What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.

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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

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Industries worldwide are being disrupted by technologies evolving at an exponential rate. This poses a severe threat to established companies unable to adjust quickly enough. It also represents a challenge to conventional thinking about strategy and long-term value creation. This presentation discusses the waves of disruptive change coming at enterprises and IT organizations across industries, how to prepare and leverage these waves for competitive advantage, and how to avoid being left behind as the wave passes and leaves the slow movers in its wake.

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Talent week webinar

1. TalentWeek Round-Up Webinar

2. HOUSEKEEPING • Todays webinar will run for approx 30 minutes • The recording and slides for today’s presentation will be made available to all attendees. • All of the content referenced in the webinar is available on TalentWeek.com • Join the conversation on Twitter by tweeting @Qualtrics and using our #TalentWeek hashtag.

3. INTRODUCTIONS

4. • Insights shared from Apple, Google, Tesla, Linkedin, Hootsuite & More • 20,000 registrations from round the globe • Webinars from 20 best-in-class speakers • 20 pieces of content available for download OVERVIEW OF THE WEEK

5. TALK HIGHLIGHTS

6. KIM SCOTT KIM’S MAIN THEMES • Give, receive, and encourage feedback • Guidance vs feedback • Radical candour • Safe environments for feedback MONDAY

7. RYAN SMITH RYAN’S MAIN THEMES • What does he look for in hiring? • How can people be more productive? • What does he look for in leaders? • What’s his environment for success? MONDAY ONCE SOMEONE HAS EXPERIENCED A RADICALLY TRANSPARENT ENVIRONMENT, THEY CAN’T GO BACK TO A NON-TRANSPARENT WORLD. “ ”

8. LOUIS EFRON JULIA BEDNARSKI LOUIS & JULIA’S MAIN THEMES • Why is engagement important to Tesla? • Tesla’s mission & employees • Overview of Tesla’s survey construct • How Tesla take action on their survey MONDAY

9. MARSHALL GOLDSMITH MARSHALL’S MAIN THEMES • Self-change is hard! • What are Triggers? • Common pitfalls to self development • The role of coaching TUESDAY

10. DEREK PANDO DEREK’S TIPS WEDNESDAY 1. Photo 2. Headline 3. Summary 4. Experience 5. Photos/ videos 6. Skills & Endorsements 7. Volunteer experience 8. Custom URL

11. SARAH MARRS SARAH’S MAIN THEMES • The future of employee surveys • Employee lifecycle as an example • Trigger-based feedback THURSDAY

12. JOSH BERSIN JOSH’S MAIN THEMES • What do great places to work do? • People managers • Measuring engagement • Diversity THURSDAY

13. JAMIE WINTER JAMIE’S MAIN THEMES • What differentiates failure and success? • What should 360s be used for? • Tips for success FRIDAY

14. Wrap Up & Connect • All webinars & content referenced are available online at TalentWeek.com • If you have general enquiries about Qualtrics, visit Qualtrics.com or call +44 2088 167 212

Editor's Notes

LIVE Q & A Slide
SARAH AND DES Sarah: Working in Employee Engagement surveys for nearly 6 years. Joined Qualtrics in April, prior to that I was in-house delivering the global employee survey at Tesco, 2nd largest supermarket globally behind Walmart. Before Tesco I worked at the Hay Group (a large global survey provider) for 4 years, delivering surveys to many different types of organisations – banks, logistics companies, energy companies, and prior to that I was at Kenexa (another global survey provider). So lots of experience- I’ve been working in this area for a long time and have seen the good the bad and the ugly when it comes to employee surveys!
DES SLIDE Xx attendees Xx speakers High-level
OVERVIEW OF 7 TALKS WE’RE HIGHLIGHTING
Des – one of highest rated talks – tell me why etc First talk – great talk. Very engaging, lots of Kim’s personal stories from Google & Apple, and INTERESTING IF: All about guidance. – not feedback, guidance. Matrix for giving, receiving and encouraging feedback on your team. Great talk for managers. Lots of stories in this talk from Kim’s career at Google and apple. Finishes off the webinar with some practical tips – how to conduct formal performance reviews and give guidance /feedback
DES – Talk changes tack – career, what’s some of the advice Ryan CEO of Qualtrics, tech CEO, hiring, steering challenging ship INTERESTING IF: Great advice on what CEOs look for to run a successful business Talk switched focus, guidance for Job seekers, students, people looking to grow their career. Talks about trajectory being no1 thing looked for- Productivity – defining it and tips for being productive Knowing yourself Leadership – how to become a leader
INTERESTING IF: interested in Employee Engagement, HR practitioners Half talk about their mission / strategy and why this is important Half practical information about program.
Useful for: any professional. Anyone interested in self-development Pitfalls = distraction and the dream
USEFUL FOR: Anyone at all career stages Short sweet talk- easy to watch Photo = pillar Right skills
Useful for: HR practitioners, business leaders. Des – Kim Scott – tell me about her, Sarah do bio Des – one of highest rated talks – tell me why etc First talk – great talk. Very engaging, lots of Kim’s personal stories from Google & Apple, and All about guidance. – not feedback, guidance. Matrix for giving, receiving and encouraging feedback on your team. Great for managers Finishes off the webinar with some practical tips – how to conduct formal performance reviews and give guidance /feedback
USEFUL for: HR practitioners, business leaders, managers + emps Great places to work – certain orgs – what do they do People managers – takes time, finding job right fit Measuring eng – what people want. Very individual. Missing point by measuring numbers Diversity – Unconscious bias Des – one of highest rated talks – tell me why etc First talk – great talk. Very engaging, lots of Kim’s personal stories from Google & Apple, and All about guidance. – not feedback, guidance. Matrix for giving, receiving and encouraging feedback on your team. Great for managers Finishes off the webinar with some practical tips – how to conduct formal performance reviews and give guidance /feedback
360 practitioner USEFUL FOR: People who want to run 360 assessments – HR people
DES SLIDE Xx attendees Xx speakers High-level

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