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Agile Team Member Hiring_AAC2019
The document discusses agile team member hiring and how involving the entire team can improve the process. It advocates applying agile principles like self-organization, continuous improvement, and responding to change. An exercise has teams create a specific hiring process for a position. Insights from experience emphasize letting involvement emerge over time, using teams as focus groups, and defining success metrics. Interactive parts delve deeper into providing candidates insights, their perspective, and trial work approaches. The goal is convincing bosses that agile hiring yields less bottlenecks, improved quality, and superior onboarding through shared effort and team participation.
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Agile Team Member Hiring_AAC2019
- 1. Agile Team MemberHiring How team inclusion and self organization push recruiting to the next level Hagen Schendel Graz, 26.06.2019
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- 3. What is AgileTeam Member Hiring? Hiring new team members in a way that… Ø…involves the whole team (+more) Ø…is more and more self-organized using Agile methods Ø…improves continuously and reduces “waste” of candidates Ø…focuses on a good candidate experience You Agile practitioners are well qualified to set up and moderate this!
- 4. Agile Hiring Manifesto;) Individuals and interactions over processes and tools Working new team members over comprehensive documentation Candidate involvement over contract negotiation Responding to change over following a (hiring) plan
- 5. Lean Staff Build-up Hire,Measure, Learn
- 6. Workshop Goals 1) Seethat it’s easy to apply Agile methods to hiring 2) Get an idea on the impact 3) Get some ideas on how to do it
- 7. Workshop Agenda Intro (13:00) •Why? • Overview Exercise (13:15) • Co-create a hiring process • Bring your own job description Insights (13:45) • Agile Team Member Hiring from the Trenches Interactive Part (14:05) • Investigate specific topics • Discussion
- 8. Question What are thebiggest pain points you have had with hiring processes?
- 9. Answers: Hiring PainPoints
- 10. Waste: The ugly truthabout the recruiting funnel Pulled out Scared away Did not sign Really did not fit Hiring mistakes
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- 12. Bad treatment makes fora bad reputation
- 13. Candidates want to getreal insights
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- 15. Hiring mistakes areexpensive à ~50-150k€ for a typical developer position Salary paid Recruiting expenses On- boarding effort Time lost Cost of hiring mistake
- 16. Summary: How toconvince your boss Shared effort à less bottlenecks à speed-up Multiple heads à multiple perspectives à improved hiring quality Peer exposure à better insights (goes both ways) Team participation à buy-in à superior onboarding Agile methods à continuous improvement à hiring gets better and better
- 17. Team involvement ispossible at every stage of the hiring funnel! Marketing Selection Search Pre-screening Negotiation Pre- paration Onboarding & Probation Period Plannning Exercise
- 18. Exercise: Team MemberSelection Process Organize ØGroup by job position ØCo-create a specific hiring process for that position (15 min.) ØPresent (3 min.) Specifics ØStart: Pre-screening / Search ØEnd: Hiring decision ØBe specific w.r.t. the position ØMake sure the whole team and other relevant stakeholders are really involved ØMake sure it works from the candidate’s perspective as well ØYou know a thing or two about Agile / Lean – use it ;)
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- 20. Agile teams arewell-prepared to do recruiting What do you need for a good recruiting process? Candidate’s perspective “Customer” focus Daily alignment Daily Overview and visualization Sprint Board Continuous improvement Retrospectives / Inspect & Adapt Scheduling Sprint-Planung Understanding of job requirements E.g. from working agreements Recruiting know-how that is what HR is for Not just limited to agile teams
- 21. Insights Agile TeamMember Hiring from the Trenches
- 22. Make hiring ateam responsibility, but wait patiently for voluntary action to emerge
- 23. Broad involvement inhiring has a learning curve for people and organization. Shu phase: - Start with existing processes - Strong moderation - Master/Learner pairing - Explicit training effort Ha phase: - Participants tinker with processes - Relaxed moderation Ri phase: Never seen so far ;)
- 24. Use teams asfocus groups for recruiting channels and ads
- 25. The whole organizationcan do personnel marketing
- 26. If you doActive Search, peer recruiting works surprisingly well
- 27. Let the wholeteam define how to measure a successful hire after 3 months in From this you can derive… Ø Search profile Ø Selection criteria Ø Onboarding plan
- 28. Consistency: Shared Interview Guidelines FrontendCoding: B HTML/CSS What are CSS selectors? How do you impllement a responsive design? JavaScript general When would you recommend a SPA? When not? SPA architecture (if senior) How do I use a component within a component? Backend Coding: C Development Process: D Motivation: B Communication & Empathy: C Shared „script“ Knowledge areas with grades Topics to cover in all interviews Shared repository of questions (living document) Caution! Interview is a bidirectional CONVERSATION
- 29. Properly define yourdecision mechanisms to avoid wasting time
- 30. Pick a goodKanban board tool to manage the hiring process
- 31. A Kanban boardis the natural way to manage the hiring process Wait Invite Pre-screen Wait Hire Reject Contact Naomi NagataJim Holden Marco Inaros Amos BurtonAlex Kamal Clarissa Mao Bobbie Draper Fred Johnson
- 32. Make staffing prioritiestransparent for the whole organization
- 33. Solve the Appointmentchaos once and for all with fixed slots Outlook is your friend
- 34. Ensure diversity ofoutcome by diversity of interviewers Talk about bias!
- 35. Everyone should getthe chance to assess a candidate
- 36. Do not hidesalary expectations if possible, so everyone gets the full picture
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- 38. Ensure feedback andfine-grained control during the probation period
- 39. When there isno clear team, you can still gamify participation
- 40. Where HR canhelp Organization ØPoint of contact for candidates ØCoordination ØModeration ØProvide salary bandwidths ØTemplates, tools, … Experience ØA team fills 1 to 3 positions per year ØHR is involved in all positions à much more experience ØInterviewer coaching ØEnsure quality (avoid a bad reputation on Kununu & Glassdoor) ØMarket overview, marketing channels, …
- 41. Summary: Most importanttricks Prepare the team: understanding and skills Define explicit success criteria together Enable fast scheduling through fixed appointments Inspect and adapt
- 42. Interactive Part GoingDeep Discussion
- 43. Deep Dive Groups Weform up to three groups to dive deeper into one topic. We share our insights in the discussion afterwards. You have 10 minutes. Possible topics are: a) Real Insights: What can be done to provide the candidate with real insights? b) Candidate Perspective: If you were a candidate, what would you really want to talk about? c) Trial Work: What is the best approach to trial work?
- 44. Deep Dive Outputs(1/2)
- 45. Deep Dive Outputs(2/2)
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