The document discusses enabling cultural change through hiring the right people and having an aligned recruitment process. It highlights the costs of an unaligned process, including negative impacts to culture and high turnover. It contrasts a traditional hiring process focused on experience and technical skills with an agile process led by the team. The agile process prioritizes cultural fit, passion, and potential. It emphasizes identifying candidates with aspirations aligned to the organization's values through behavioral questions. An agile hiring process benefits include strong cultural alignment, low turnover, and evidence of a people-oriented organization.

1. Let the Right One In
Enable cultural change by
bringing the right people
into your
organisation

2. The cost of getting it wrong1
2
3
Bonus
You are doing it wrong, do it better !
The Right One – potential over experience
Let the Right One In

3. The cost of getting it wrong1
Unaligned recruitment
qualities of people you hire are not
aligned with the intended cultural change

4. The cost of getting it wrong1
*
*
*
– Negative impact on the company culture
– Negative impact on team culture
– Bad publicity
Cultural cost
Financial cost
Other cost
– High staff turnover
– Performance management
– Low employee engagement
COST
GOES
INTO
$100k’s

5. You are doing it wrong, do it better!2
VSTraditional Agile
Hiring process

6. Traditional hiring process
• A factual job spec, posted on IT job sites
• Human Resource for contract and on-boarding
• Standard technical and behavioural questions
• Top 3 lucky ones for a face-to-face interview with the hiring
manager
• Non-value phone screening
• CVs based on buzz words and # of years of experience

7. We are looking for someone who
can deal with ambiguity
Who is comfortable with working
in a matrixed environment
Who can work on several
initiatives at the same time
Takes ownership when
conflicting priorities arise
Resiliency
Our transformation is an absolute
mess
We have heavy hierarchies in
place, and more managers than
doers
Who can artfully avoid this mess
and deliver stuff
Everything we do has the highest
priority and you are expected to
deliver them all
Ability to mentally shut off from
external inputs
=
=
=
=
=
Natural change agent and positive disruptor
Strives to flatten organisation structures
Understands that working on several initiatives at the
same time is counter productive
Focuses on sustainable work flow
Calls out what doesn’t feel right

8.  Job spec tells the truth, utilise social media
Agile hiring process
 Offer & on-boarding by the team
 Team preps interview in close collaboration with HR
expert, and collective debrief
 No limit on #of candidates for F2F interview by the team
 Phone screening excites the candidate about the
company
 Team shortlists CVs based on potential and conveyed
story, over technical buzzwords or # of years
experience

9. Evidence
✓Staff turnover 35%
✓Employee engagement 31%
✓Performance management 100%

10. Agile hiring process benefits
✓ Strong alignment with your intended cultural change
✓ Team culture remains unbroken
✓ The new team member “hits the ground running”
✓ Low staff turnover, high loyalty and engagement, low
performance management ratio
✓ Evidence of a truly people oriented organisation

11. The Right One –
Potential over experience
3
Who is “Right One”?
“Culture eats your strategy for breakfast” Peter Drucker
The Right One is not the person who is the same as the
organisation but the person whose values are the
aspirational values of the organisation.
The key is to know your current & intended organisation
culture, values, missions.
And to stop kidding yourself where you think you are
culturally.

12. Potential for excellence
over
experience & technical
seniority
Potential for excellence

13. • Passion
• Team fit & sense of
“us being in it together”
• Intended culture fit
• Holistic view
• Critical thinking
• Open about mistakes
Potential for excellence

14. “The world’s most
valuable asset?
Passion.”
Paul Alofs (President and CEO of The Princess Margaret Cancer
Foundation, Author)
Passion Capital: The Worlds Most Valuable Asset
Passion

15. VSPassion Enthusiasm
“You will do foolish things,
but do them with
enthusiasm.”
Homer Simpson

17. Questions you should ask
• Why have you chosen your profession?
• How do you learn and experiment?
• What do you expect from yourself in 6 and
12 months from joining our company?
• What will you have learnt in the next 5
years?
• What excites you at work? In life in general?

18. Team Fit & Sense of
“us being in
it together”

19. Check for the mindset
“We are in this together.
Until you fail”

20. The team prepares questions
“If I said at the stand up that I would complete my stuff
by 12, and I haven’t done so. What will you do? How
will you do it?” Value: We are accountable to each other
“If I constantly turn up to our retros 5 – 10mins late,
would you mind?” Value: We turn up on time because we respect each other
“We take turns in facilitating our sprint plannings, but I
always find a reason not to facilitate it myself. Would
you care?” Value: We don’t accept any passengers, but we are empathetic to each
other

21. The team prepares questions
Have you been blamed by your team members for a
mistake before? How did you feel?
Have you worked in an organisation with “no blame”
culture? And what were the implications of such a
culture?
In your opinion, what brings the team together?
Have you been part of a high performing team before,
either in personal or professional life? What made the
team great?

22. ✓Know your current and intended culture !
✓Organisation culture fit is NOT about
finding a candidate who is the same as the
organisation but the one who can change
what needs to be changed !!
Intended culture fit

23. One condition:
You MUST fully
support these
new employees!

24. Questions are solely based
on your intended culture
Questions you should ask

25. Holistic view
Understands what their actions
mean to the organisation and the
end customer
www.burrard-lucas.com

26. Questions you should ask
What is the goal and mission of your current org?
Who is your current customer?
What does a product backlog mean to you? What does
a feature backlog mean to you? What does a sprint
backlog mean to you?
What does a Product Owner mean to you?
How do you verify set priorities if you do not agree with
them? Have you ever been in such a situation?

27. Critical thinking
Thinking actively, asking
questions about what you
see and hear, evaluating,
categorising

28. Do NOT make
people feel stupid
How many piano tuners are there in the entire world?
How much should you charge to wash all windows in
Seattle?

29. Questions you should ask
Make your own!
Take real life examples
from your organisation.

30. Open about mistakes
Transparency and knowledge
sharing = great team work.

31. “I’ve learnt so much
from mistakes… I’m
thinking of making
a few more”

32. Questions you should ask
Share with us some of your biggest mistakes. How did
you feel?
What would you have done differently? Did you have to
put anything in place to make sure they don’t happen
again?
How did you help your team members learn from
mistakes?

33. The cost of getting it wrong1
2
3
Let the Right One In
You are doing it wrong, do it better !
The Right One – potential over experience
Cultural and financial cost
Broken team culture, high staff turnover, performance
management, bad PR
Traditional vs agile hiring process
Potential for excellence over experience and how to identify it

34. What you’ll get
✓Help you propel your
cultural change
✓Be highly engaged from
the very first moment
✓Will become a change
catalyst and natural
agilist
A team mate who’ll

35. Get your hands
dirty now !
1) We want / we have matrix for intended culture
2) Job advert to attract agilists
3) How can a scrum team recruit together

38. Agility Coach at AMP
About Agile@AMP
Championing enterprise agility is one of AMP’s key strategic priorities.
Our CIO, Craig Ryman, is leading the charge as our enterprise-wide
executive sponsor for Agility. We’ve established an Agility Practice,
recruited top Agile talent and have built the foundations to support
Agile ways of working across the enterprise. We are blending the best
of human-centred design and Agility to deliver innovative and delightful
experiences that help our customers own tomorrow.
We’re in the early stages of our Agile journey. Visual management,
stand-ups and retrospectives are becoming part of our daily activities
and teams are practicing Scrum with the support of our in-house Agile
talent. We are also seeing early successes from monthly hackathons
focussed on solving net promoter customer feedback issues. It is an
exciting time to be an agilist at AMP!!
Agile Coaching at AMP
A description of our ideal Agile coach is below. Does this sound like
you?
Passion for Agile….You LOVE Agile and the journey of helping
people to embrace the power of Agile ways of working. You believe
there are many viable method and tool options available within Agile
ways of working and are open to using various approaches based on
each distinct situation.
You love to coach…You have a slew of people who you have
coached during their Agile journey. You are jazzed by seeing the
awakening they go through as they change the way they work to
becoming seasoned Agile practitioners. You vary your coaching style
to fit the situation. With some people you use a Socratic, questioning
approach and with other you demonstrate by facilitating a ceremony
here and there so they can learn by observing you in action. You are
open to being a pure Agile Coach as well as a Player/Coach. The
distinction being a Player/Coach has a mix of Agile coaching/capability
uplift and delivery responsibilities.
You love visual management…You are in touch with your inner
Kindergarten teacher and have a stationery toolbox filled with stickies,
sharpies, blue tak, string and whatever else it might take to help people
collaborate and visually manage their work.
You love learning and using what you’ve learned to help
others…You have a warehouse in your brain with a myriad of Agile
methods, tools and experiences which you pull out as needed based
on the situation at hand and the team’s/person’s maturity level. Some
of your ‘go to’ methods include Scrum, Kanban and Lean Startup. You
are always adding to your knowledge warehouse by attending Agile
Meetups and conferences as well as reading the blogs, tweets and/or
posts of Agile thoughtleaders. You are a fan of design thinking/ human
centred design and welcome the opportunity to practice Agile in an
environment where these methods are used together seamlessly.
You love being part of a team and helping to unleash a team’s full
potential …You are on the top of your game from an Agile Coaching
perspective and value opportunities where you can be a part of a team
of coaches. You enjoy sharing your knowledge with other coaches and
Agile experts and the luxury of learning on the job from your peers.
You understand the power of high performing, self-organised teams
and have an unquenchable drive to help the teams you work with to
achieve this level of maturity.
You love being a key player in driving enterprise agility…You have
participated in several Agile Transformations. You know there is hard
work and pain involved and love the challenge and the potential
reward. You want to make the world a better place, one Agile
Transformation at a time. You enjoy being a part of something bigger
than just you and contributing to building the foundations needed to
scale Agile and increase the use of Agile ways of working throughout
the enterprise.

39. Responsibilities:
Provide coaching to Agile/Scrum teams and the
managers who support those teams. Help the
managers understand servant leadership and how they
might change their behaviour to support and empower
the teams. Help them understand what questions to ask
and the information available to help them monitor the
health of the teams and the project outcomes.
With the teams you are coaching, you will be asked to:
Determine Agile Capability Road Map…what Agile
skills and practices do the people and teams need to
learn in order to reach the next level of Agile maturity?
Set targets and regularly monitor the team’s progress in
improving their Agile capabilities.
Identify your team’s Agile training requirements, to
complement your coaching efforts, and work as part of
AMP’s Agility Practice to create, source and/or deliver
this training.
Report on completed and planned coaching targets as
part of our fortnightly Agility Practice Sprint Review
ceremonies.
Does this sound like you or someone you know? If so,
please contact Jody Weir, AMP Head of Agility, for
more information.
Jody_Weir@AMP.com.au
0452 070 456

40. How can a scrum team recruit
together?
•Prep together
•Candidates facilitate team ceremonies
•Candidates solve puzzles with the team
•Candidates spend one day with the team
•Recruitment days / games (building lego)
– team members have Observer roles
– and Facilitator roles
– candidates participate in the game

41. Feedback please

@LenkaBednarik
Lenka@orliconsulting.com

42. Cost comparison
Agile recruitment process
Team of 7 @ $100,000 .
Cost includes : time for CVs
screening, interview prep,
interview execution, debrief, offer
Total cost per candidate
interviewed by the team: $1,837.5
COST $1,837.5
Error margin $10,000
TOTAL COST $11,837
3 interviewers @ $100,000
Cost includes : CVs review, interview
prep, interview execution, debrief,
offer
Total cost per candidate interviewed
by the team: $420
Agency fee 20% = $20,000
TOTAL COST $20,420
PLUS Risk of broken
team culture, impacted productivity,
performance management, staff
turnover, bad publicity
Traditional recruitment process