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 chan...
Basics • All regular (not contract/temp) employees are eligible • Requested at any time • Effective dates at feature freez...
(Not so) Invisible Hand • Frequent team, job, or role changes can be viewed   negatively • Feedback from existing managers...
Dealing With Team Imbalances • Accept that short-term imbalances may occur and   allow auto-correction for a period less t...
Flexible Headcount per Function • Functional Managers work together to determine   maximum staffing level • Changes dont h...
Decision Making • Individual and prospective team functional manager   makes the decisions • People must be qualified to w...
Bazaar • Market teams by creating profiles • Advertising positions    o Open Reqs    o Approved Flexible Staffing • In GUS...
Drive the Better Management Behaviors • Create magnetic leaders • Force collective (team) ownership • Reduce reliance on i...
Manager Best Practices• Process for change is like an interview• Focus on creating the best match between your team/work  ...
Measuring Success• Reduced turnover• Improved employee satisfaction• Understanding of OOM• Increased awareness of opportun...
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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.

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Opportunity open market

  1. 1. Opportunity Open MarketTheres an opp(ortunity) for that!
  2. 2. Motivate people by giving themmore autonomy to choose their role and team.
  3. 3. Goals• Create optimal fit between people and teams• Increase productivity, efficiency, creativity• Increase retention
  4. 4. 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
  5. 5. 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
  6. 6. (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.
  7. 7. 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
  8. 8. 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.
  9. 9. 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
  10. 10. 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
  11. 11. Drive the Better Management Behaviors • Create magnetic leaders • Force collective (team) ownership • Reduce reliance on individuals • Transparency and respect
  12. 12. 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
  13. 13. 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

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