Opportunity open market
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Opportunity open market

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Opportunity Open Market is a radical idea for organizations to deliver autonomy to people. It should be as easy to move inside your company as it is outside.

Opportunity Open Market is a radical idea for organizations to deliver autonomy to people. It should be as easy to move inside your company as it is outside.

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Opportunity open market Opportunity open market Presentation Transcript

  • Opportunity Open MarketTheres an opp(ortunity) for that!
  • Motivate people by giving themmore autonomy to choose their role and team.
  • Goals• Create optimal fit between people and teams• Increase productivity, efficiency, creativity• Increase retention
  • Values• Trust, honesty, communication, transparency• People instead of rules• Individual motivation• Choice to make a change• Simple rules and guidelines to eliminate obstacles• One of many tools at our disposal
  • Basics • All regular (not contract/temp) employees are eligible • Requested at any time • Effective dates at feature freeze • Teams/functions can adjust the effective date if work is not release driven • 14 day transition period recommended (45 day max) • Change team as frequently as every release • Employees should notify existing manager
  • (Not so) Invisible Hand • Frequent team, job, or role changes can be viewed negatively • Feedback from existing managers and team members • People are motivated by becoming experts in certain areas (Mastery as an intrinsic motivator) • Hard to make contributions if changes are frequent • People often want to keep working for a great manager.
  • Dealing With Team Imbalances • Accept that short-term imbalances may occur and allow auto-correction for a period less than a release cycle • Ask and trust that teams and individuals will be flexible and willing to take on new and different responsibilities • Ask people to move on or off the team • Ask to delay change request • Advertise positions on Bazaar • Approve official headcount
  • Flexible Headcount per Function • Functional Managers work together to determine maximum staffing level • Changes dont have to be accompanied by a matching backfill • Increased staffing levels will need justification and must be approved by department VPs • Flexible headcount is strictly for the purposes of facilitating movement between teams. Its not guaranteed.
  • Decision Making • Individual and prospective team functional manager makes the decisions • People must be qualified to work on new team • Performance reviews can be requested from Employee Success • Current manager cannot block a change
  • Bazaar • Market teams by creating profiles • Advertising positions o Open Reqs o Approved Flexible Staffing • In GUS • Building team of volunteers to do the work
  • Drive the Better Management Behaviors • Create magnetic leaders • Force collective (team) ownership • Reduce reliance on individuals • Transparency and respect
  • Manager Best Practices• Process for change is like an interview• Focus on creating the best match between your team/work and prospective team members.• Create an open and supportive environment• Include team/other managers when making decisions• Early engagement of a candidates current manager• If a move to a new team is not accepted, the reasons should be addressed by the current manager as part of the career management process
  • Measuring Success• Reduced turnover• Improved employee satisfaction• Understanding of OOM• Increased awareness of opportunities• People are taking advantage of the program• Tools: ADM Survey, employee satisfaction survey, HR Exit Interviews