Continuous I&D Recruiting
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My Talk from DevOpsDays Boston on how recruiting needs to evolve. I am focusing on teaching and learning, professional development and leadership as the keys for success. I am really interested in your feedback. Love to get a discussion started.
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Continuous I&D Recruiting
- 2. Executive Advisor/DevOps Organizer - DOD and Boston DevOps. Business Owner – Pilates Back Bay – www.pilatesbb.com Executive Advisor Human Capital – www.longfordco.com Family Man – Husband and Father of two wonderful daughters. INTRODUCTION: DAVID FREDRICKS
- 3. LET’S TALK ABOUT RECRUITING TALENT ACQUISITION TEAM • External Mechanism • Source & Attract New Talent • Interview process • Hiring Managers W A L L O F C O N F U S I O N
- 4. CURRENT STATE OF RECRUITING. Reactive Process. Transactional. Not AGILE. Zero Transparency. No Collaboration.
- 5. WHY DO WE DO IT THIS WAY? MISSING: Collaborati on Trust/Empathy Teaching/Learni ng It’s All We Know Fire Fighting – Not a priority Wrong Ownership Process before Talent Fear of Mistakes
- 6. HOW DID WE GET HERE? 1) Not acknowledging responsibility 2) Quality of Recruiters MANAGERS: Provide Context to Recruiters RECRUITERS: Educate Managers on Market C O M M U N I C AT I O N
- 8. RECRUITING IS BROKEN! … BUT IT CAN BE FIXED!
- 9. WHAT RIGHT LOOKS LIKE 110% Head Count Mentor Program 35% of time spend on new features HR/TA = Brand Ambassadors HR/T A Tea m Recruiter s
- 10. RECRUITING: DEVOPS STYLE Collaboration Transparency/Trust Agile Process Teaching and Learning Empower Hiring Managers and Teams.
- 11. …THE PLAN LEADERS Lead Recruiting. Culture of Teaching and Learning. Professional Development. Become an Employer of Choice. HIRIN G
- 12. STEP 1 Identify or take ownership as a Leader GOT LEADERSHIP?? STEP 2 Develop specific strategy alongside tech strategy. STEP 3 Execute the plan. Each member is engaged, empowered, accountable.
- 14. MANAGERS: BECOME THE EMPLOYER OF CHOICE.
- 15. PROFESSIONAL DEVELOPMENT Create Individual Developmental plans for all new and existing employees. Mentorship Program. Educational Programs /Certifications
- 18. TEACHING AND LEARNING Teach with an expectation to learn from the individuals you are teaching. Learn with the intent on teaching others what
- 19. TEAM ENGAGEMENT –ALL IN! Unit Integrity – We Rise Together. We Fall Together.
- 21. SIT IN THE FRONT INVOLVEME NT EAGERNESS TO LEARN CONSISTENCY RECRUITERS:
- 22. ARE YOU READY FOR TRANSFORMATION? Task Managers. Project Plan. Standup? Maybe at the water cooler. Sorry No Time for that. Not My Fault. #mylesfault. Need to Know Basis. That’s Ops Job… What’s in it for ME? White Knight/Brent/Superman. Strong Leaders Vision and Strategy. Daily Standups. Weekly One on Ones. Blameless Post Mortens. Transparency. Collaboration. Contributing Value. Shared Ownership
- 24. CONCLUSION IT’S ALL ABOUT YOUR PEOPLE! CI&D RECRUITING #devops Style.
Editor's Notes
- Thank you all for coming. Excited to be apart of this great event with all of you wonderful people.
- Add in logos for Longford and Pilates BB?
- I am here to talk to you all about Recruiting and how we can All Be Better! What is recruiting? 1.Recruitment: the action of finding new people to join an organization or support a cause (Webster). This is the most widely used external mechanism for finding and attracting new employees. 2. Whose responsible. Current sourcing, recruiting qualifying efforts fall on the HR/TA. The interview process and decision making is owned by the hiring managers and engineering teams. 3.How do we currently recruit? HR/ TA create the process. Post jobs. Qualify candidates and partner with Agencies. Mostly through Keyword searches, internal databases or trolling LinkedIn. 4.To what end? What is the GOAL. No company wants to be stuck in this critical time of innovation with a recruiting model that does not support their needs. The goal: build out for where you want to be in the future, rather than continue to operate within the boundaries of where you currently exists. The challenge: Reinventing the hiring process to align with your developing Agile CI&D platform. The solution: Create a more AGILE/DevOps Model for Recruiting. 5. What is the Result. Currently there is a disconnect between the innovation expected within companies and the tired hiring practices involved in finding and attracting new employees. (Looks like we have built another wall)
- CLICK Reactive Process – We currently act when there is a shortage. Recruiting in this capacity means we are always acting while shorthanded. The real problems begin here. If you are shorthanded and your bandwidth already at critical. You do not have the time or resources to properly recruit, interview and attract qualified candidates. CLICK Transactional – Recruiting is not only about finding and attracting new employees. It is about expanding your brand. We need to stop acting as order takers. Our recruiting process needs to be viewed as an extension of the companies sales and marketing. We educate people about our offerings and what benefits are provided to our employees. CLICK Not AGILE - No Velocity. There are too many breaks, rewrite, pivots in requirements, waiting for approvals, etc. in the current process. Not automated where we can automate. This is a result of the lack of communication and collaboration between hiring teams and the recruiting leg. CLICK Zero Transparency – Much of this comes from historical scarring. From all sides/ candidates, recruiters and companies. Everyone in the process acts as if their in a high stacks Texas Hold’em match. Because there is no TRUST /Empathy between each party in the process. CLICK No Collaboration – This is the biggest reinforcer of the current state of recruiting. The root issues stem way beyond simple collaboration. It drives into the heart of systemic problems within my industry. The individuals involved are not REALLY talking to each other. There is a huge “lost in translation”. No Empathy. No Trust. No real understanding of happens on the other side of the wall.
- Why Do We Do it This Way. It’s All We Know. - click Too busy Fire fighting – Not a priority. click Wrong Ownership. click Process before Talent. click Fear of Mistakes. click Managers are focused on results. Most times they have zero cycles to focus on recruiting and interviewing. Most teams are running shorthanded which compounds the problem. Process without context makes no sense. Engineering teams are more focused on velocity over protocol. HR/TA focus on protecting the organization. They institute more policy/process than velocity. HR does not feel the pains incurred by teams when under staffed or under qualified. Click The current process lacks collaboration, Trust/Empathy Teaching and Learning.
- No Acknowledgement of Responsibility. General Acceptance of Status Quo. Business as Usual Hiring managers do not provide real context on roles within their teams. What the day to day work flow entails. Tech debt. Why it exists. What plan (if any) there is to address it. Manager do not own their process. Managers need to know what is happening outside of their own walls. It’s a recruiters responsibility to educate managers of the reality of the workforce. IME Recruiters do not command this expectation nor understand their real value to hiring teams. Recruiters: You have real time workforce information that managers need to know and understand in order to make the right decisions when hiring. HR/TA authorizes on how candidates are sourced and qualified. It’s our responsibility to influence your managers when navigating through the hiring process. Managers and Recruiters do NOT communicate. Lack Trust, Empathy, Collaboration. #we.are.all.to.blame. That said: In order to gain the trust and influence necessary for discussions, recruiters need to be educated in the field they recruit in and provide solutions for solving hiring challenges. Item #2: Recruiting Industry Explodes– Lacks the Experience/Training/Regulation. Communication is a two way exchange of information. IME Recruiters have not been properly educated on the fields they are recruiting for. The focus has been more on teaching task operations, keyword searches, etc. Many recruiters come right out of college with zero professional experience. How does one communicate the expectations of a role and profession when they themselves have not experience what that actually means. This is a critical error that has been positively reinforced by organizations for the last decade. My Industry has exploded in the last 10 years. There are 3x more registered recruiting firms than Starbucks. 23,000 firms to 7559 Starbucks. http://www.ibisworld.com/industry/default.aspx?indid=1463
- The Staffing and Recruiting Industry: 2015 – $147 Billion! Positive growth of 5.4%. With an approval rating worst than Hillary and Trump combined. Folks – Without forcing my industry to change…. We will not. Look at this graph. What is the motivation?
- How does this affect us? The majority of the recruiters you work with internal or external came out of the same system. An industry that focuses on quantity vs quality. Why??? Why Not? The cost of doing business this way to ridiculous. Yet it is accepted. I say NO! We need to provide value to our managers by supplying them with valuable information on currently hiring trends. Producing quality candidates shorting the lifecycle to onboard new hires. Introducing a proactive approach to recruiting where the full team in engaged. So how do we start to fix this industry? We first have to identify “What Right looks Like”. Then work our way back.
- The teams are at 110% head count. The mentor program has been operating for the last year, it has promoted the last three new hires. Senior Engineers will be out for the second half of the week to attend a Leadership Conference. The Ops is heading out for the day to support their fellow colleague who is presenting at DevOpsDays 2018. Awesome : Lunch and learn today. What’s this DevSecOps thing? Your team has been increasing throughput Qtr after Qtr. Engineers are spending over 35% of their time creating new features. Tech Debt is down with plans to address some of the legacy apps. Your Net Performance Score is up. Employees are engaged, excited and active. HR/TA is out being Brand Ambassadors… And you trust they are representing. Qualified Engineers want to learn more about what you’re doing and how. You are the “Employer of Choice”!
- Collaboration: All parties need to be involved and engaging in planning, execution, and resolution. People are engaged, productive, and most valuable when they understand how their contributions affect the big picture. When they are able to contribute their ideas and experiences to the goal. When they receive recognition for their work and ideas. Transparency/Trust – There needs to be a openness to sharing information and discussions. Honest dialogue as to why a company is carrying high levels of tech debt. Managers hiding the facts about your organization to prospective candidates because you fear they will not be interested in joining is not going to help. Huge problem IME. Too many of you out there have experienced this. Recruiters need to ask these hard questions. Managers need to answer. A recruiter is only as valuable as the “real’” information they provide. Great recruiters gain the most relevent and qualified information. AGILE: The process needs to be fast and automated. This is all about planning. Every person involved should know what they need to do, when, and why. Teaching and Learning - Focus on Hiring the right DNA, you can teach them the technical skills. Too many companies go out and hire the skill set, they get the “hired gun” regardless of the person’s personality traits or characteristics. I’m not denying this is necessary at times. But those folks are consultants. Hire them to accomplish project based assignments. Hire someone with an incredible attitude, great aptitude to learn, and a natural inclination to solve problems. If they are a solid engineer and it’s just a matter of learning a new language….then teach them the new language. In a matter of months……you’ve home grown your own “rock star”. Jez Humble –Jan 2014 Talk– Stop Hiring DevOps Experts and Start growing your own”. Empowering your People. The organization needs to focus on the end goal. HIRING THE RIGHT PEOPLE. Everything else comes second. And there is always a solution. HR/TA – Stop Hand cuffing your managers! If you are not providing them the solution give them the ability to find another way.
- STEP 1 Do you have Leaders in Leadership positions? CI&D Recruiting starts at the very top. Leaders empower stakeholders to take actions, Managers, HR/TA, Employees. Leaders Create solutions, Not road blocks. Leaders provide vision and strategy. Leaders hold people accountable for results provide recognition. STEP 2 Leaders provide strategy. The hiring teams create the plan. They collaborate with HR/TA and Agencies to develop the plan. Have a very specific recruiting strategy if you want to build a high performing team. Have it in writing, and you as the CTO/VP will own it. STEP 3 Each member understands their responsibilities to the plan and are accountable for results. There is a continuous feedback top to bottom. Each member is informed on the key objectives. They are engaged in the process. Leaders have empowered they to take ownership. CI&D Recruiting is focused on people not process. Real Leadership is the foundation that drives each step towards sustained success!
- Leadership vs complexity of collaboration. The higher the complexity. The higher the need for true leadership. This slide represents how important it is for both EQ and IQ are when drive complex change as cultural transformation. This is great litmus test for everyone out there currently dealing with complex transformation – Where do you or your leader rank?
- We have painted the picture of success. End GOAL : CLICK Managers are striving to be the Employer of Choice: People choose you! Talent Acquisition = Brand Ambassadors. Your Organization spends more time organizing Hackathons/Teaching Sessions than attending Hiring Conferences. Your highly visible in the community. Providing a ton of open source back to the community. Your Engineers are known as thought leaders and mentors in their own domains. Your candidate pipeline is over full. Recruiters stop calling. This is successful DevOps Recruiting. Let’s discuss the DNA for a success organization.
- PROFESSIONAL DEVELOPMENT Click Create Development plans for all of your engineers. These are individual plans that align the goals and objectives of your engineers with the goals and vision of the organization. Engineers are Craftsmen. Give them the professional training to sharpen their skills. Keep in mind…Engineers should not feel they are being forced into management due to compensation requirements. Providing compensation on Value NOT Internal Equity. Click Create a mentorship program for internal and external engineers. At all levels not just jr. Senior folks need mentors too! HugOps. Click Provide Educational Programs and Certifications. As the Puppetlabs Report Suggests, provide a culture of learning and experimentation for your people and you will gain a competitive advantage in becoming an “Employer of Choice”. Ex:Google’s 20% Time. (With proper structure and expectations this provides creative outlets for engineers and new creates new innovation/products for the organization.)
- Puppetlabs State of DevOps Report 2016 Reinforces futher: When Leaders invest in their people and enable them to do their best work, employees identify more strongly with the organization and are willing to go the extra mile to help it be successful!
- Change is scary and cost money! You will face people who are more active in trying stop progress versus offer solutions to assist in change. Be ready to provide reason and perspective to influence these folks to become advocates. Investing in your people is the most important responsibility for leaders and organization. Make it Your Priority! And how do we do that: Through Teaching and Learning. Click
- TEACHING & LEARNING This is a true cultural shift for many organizations. With most shifts it will take leadership, time and effort in order to be sustaining. It is important to provide outlets for engineers to broaden their skills and knowledge. Create an environment where your teams are expected to teach new information and ideas into the group on a consistence basis. If you do not provide an outlet for learning and developing new skills, high performers will leave you! You must apply this to your recruiting process. Provide teaching sessions for your recruiters. Embedded them into the team. Build Unit Integrity and Trust through Teaching and Learning. Management is a skill set that is learned. If you take an engineer (who has leadership qualities), and move them into a role management role …….you need to teach them how to manage. People can learn the hard way, but it will be a painful struggle that will effect everyone. Teaching and Learning – It’s a way of life.
- TEAM ENGAGEMENT: In the spirit of DevOps. Team Engagement and Collaboration is vital for successful CI&D Recruiting. Embed your recruiters in your process. Build relationships with them. Learn to speak each others language. Enroll your entire team in the recruiting process. They need to be out with your HR/TA team assisting in discussions and answering questions. Incentivized ($$) them to help you identify potential candidates. Make sure to properly educate your team on how they can be affective in the recruiting process.
- The Goal as represented in the Puppetlabs Report. Engaged Teams are Organizational Promoters! Work to create this environment for your people. They will be ambassadors for your organizations. Helping your HR/TA and recruiting team! So how can we as recruiters help ourselves. Since we are all to blame for the currently state? What can recruiters do?
- To My Fellow Recruiters. Learning is your responsibility first! Get involved with your teams. Understand the Why. It’s more important than the HOW. Attend MeetUps, Teaching Sessions, Lunch and Learns. Set goals on what you want to take away for the experience. USE GOOGLE! Your Dev team Does. When you are present and involved you will LEARN. Click 1)Involvement = Don’t be passive. Become a part of the community. Ask questions. Meet people. Integrate Click 2) Eagerness to learn = Fill in the gaps, you get to view your organization from the outside, you may be the first to notice where changes need to be made. Take a consultative approach and act as the center of influence. Be willing to open up dialogue, and expose issues with an organization that could potential hinder their efforts. Click 3) Consistency = Focus on the long term goals, extend your responsibilities beyond one job order. You have the Vision. The Plan and the Structure. Are you ready to Transform?
- Take a look at these two Columns. What type of Organization are you? It is very important to have instilled most of the values from the right hand column with in your organization or YOUR DOA.
- Know Thy Self. And be honest about who you are and where you’re going. . Try doing a mock interview with your hiring team. Act as an interested candidate moving through your current process. Great way to baseline your current standards and how well you team does at identifying raw talent from experience. Created metrics to measure what is being done. Review to optimize. Most managers and teams want to be successful in their recruiting process. Give them the tools to help in the process.
- Change is HARD. But with the right leaders, plan and execution it can be done! Focus on the long-term vision/strategy – People First! Professional Development, Teaching and Learning, Employer of Choice. This is Successful CI&D Recruiting –DevOps Style! My name is David Fredricks and I am talking about disrupting the Recruiting Industry! Thank you for your time!