Employee Life Cycle

Stephan Schmidtübercto

Recruiting und Moderne Mitarbeiterentwicklung

Stephan Schmidt@codemonkeyism

Started Programming

Computer Science

University

Demo Scene

Interactiva

PIN

Computer Science &

Philosophy University

Retraining Teacher

Startup

Fraunhofer

Immobilien- Scout24

brands4friends

eBay

eventsofa

übercto

Flickr Max Braun CC BY SA 2.0

EmployerBranding

Recruiting

Hiring

Onboarding/Mentoring

HighPerformanceTeams

PeopleDevelopment/CareerPlanning

Promotion

Let Go

Alumni

EmployeeLife Cycle

Recruiting beginnt weit vor dem Recruiting.

Recruiting and People Management is an end to end process.

Recruiting Idee: Wen will ich einstellen?

8

Smart,can get stuff done,

you can work with them

Do they know stuff?Are they curious?Do they learn?

Whathavetheygotdoneinthepast?GetsomeCodesamples

Have lunchPlay a game

Taken from Aaron Swartz, Raw Thought, 2009

Rollen, Aufgaben, Skills, Junior/Senior

Kann-Alles-Genie

TTShapedSkills

ππShapedSkills

Com

mon

Nov

elU

biqu

ity

Dem

and

Unknown DefinedCertainty

Supply

Commodity

Product

Custom Built

Genesis

Model:SimonWardley

Product Life Cycle

Com

mon

Nov

elU

biqu

ity

Dem

and

Unknown DefinedCertainty

Supply

Commodity

Product

Custom Built

Genesis

Model:SimonWardley/MarkusAndrezak

How much will it cost?

What will the new product look like?

Which new opportunities should we follow & how do we find them?

Com

mon

Nov

elU

biqu

ity

Dem

and

Unknown DefinedCertainty

Supply

Commodity

Product

Custom Built

Genesis

Model:SimonWardley/MarkusAndrezak

Town Planners

SettlersPioneers

Flickr Kenny Louie CC BY 2.0

Diversity.

Stellenanzeige

Jede selbst schreiben

NEVER cut & paste

Und Frauen?

Und Väter?

Schnell reagieren!

Stellenanzeigen reichen heute nicht aus.

Employer Branding.

Aussieben Aussieben Aussieben

CVs are fake.

German universities don’t tell you anything.

Zeugnisse sind nichts wert.

30% der Entwickler können nicht programmieren!

Non Developer, Cargo Cultist, Good Developer and Genius

Telefoninterview spart viel Zeit.

Interview

The goal of the hiring process is to decide if you want to hire someoneor not.

Everything else follows.

• The goal is not to make you look good.• The goal is not to show your intelligence.• The goal is not to follow rituals.• The goal is not to appear nice.

Keep in mind: Hiring is also a sales process for your company.

Base your Interviewing on Competencies

Competencies

KNOWLEDGE INTELLECTUAL INTERPERSONAL MOTIVATION• Business Acumen• Functional/Technical

Skills• HiringandStaffing• OrganizationalAgility• ProcessManagement• Managingthrough

Systems• TechnicalLearning

• DealingwithAmbiguity• Creativity• TimelyDecisionMaking• DecisionQuality• Humor• InnovationManagement• IntegrityandTrust• IntellectualHorsepower• LearningontheFly• Listening• Organizing• DealingwithParadox• PersonalLearning• Perspective• Planning• PoliticalSavvy• PrioritySetting• ProblemSolving• SelfKnowledge• StrategicAgility• TimeManagement• ManagingVisionandPurpose• WrittenCommunications

• Approachability• CaringaboutDirectReports• ComfortAroundHigher

Management• CommandSkills• Compassion• Composure• ConflictManagement• ConfrontingDirectreports• Delegation• DevelopingDirectreports• DirectingOthers• ManagingDiversity• EthicsandValues• FairnesstoDirectReports• Informing• InterpersonalSavvy• ManagerialCourage• ManagingandMeasuringWork• MotivatingOthers• Negotiating• Patience• PeerRelationships• PersonalDisclosure• PresentationSkills• SizingUpPeople• StandingAlone• BuildingEffectiveTeams• UnderstandingOthers

• Action Oriented• BossRelationships• CareerAmbition• CustomerFocus• Perseverance• DriveforResults• SelfDevelopment• Work/LiveBalance

Interview mit Aufgabe

Interview Competency Funnel ModelTopic Opener Question„Tell me about your current job with major duties and responsibilities.“

Experienced Cadidate: Current/Previous job, First Job, Transitions.

Recent Graduate: University, Summer jobs, Transitions

Performance Standards„What are the standards for successful performance in that job?“

„How well did you meet these standards?“

AccomplishmentLets talk about a major accomplishment in your current job.“

⁃ What problem required your attention?

⁃ What action did you take?

⁃ What was the result?⁃ What did you learn?

⁃ How have you applied it?

Self AppraisalDIRECT„What is it about you …?“

„How were you able to …?“

THIRD-PARTY„If I called …. what would he/she say about you?“

Direct Competency Probes„Give me an example ….“

„Describe a time …“

„Tell me about a situation …“

FOLLOW UP„What were you thoughts at the time?“

„How did you feel about the situation?“

„What specifically did you do?“

Opening Question

Experience / Accomplishments

Learnings / Appraisal

Applied

360 Grad Interview.

Have lunch.

Tell 90% of the truth ;-)

Will, Skill, Team Fit.

SkillsVerhaltenCharakter

Werte

When in doubt, don‘t hire!

Gehaltsverhandlung.

Wikipedia Nick Webb CC BY 2.0

Make decisions same day.

Vertrag zuschicken

Kontakt nicht abreißen lassen.

Willkommens-Kultur.

Einarbeitung und Mentoring

Probezeit ist die letzte Chance.

Auf die Probe stellen.

1 Monat, 2 Monat, 3 Monat Check Ups.

Bestandene Probezeit.

Flickr Brandon Atkinson CC BY 2.0

Ende Recruiting

Wikipedia Bert van Dijk CC BY SA 2.0

People Development

EmployerBranding

Recruiting

Hiring

Onboarding/Mentoring

HighPerformanceTeams

PeopleDevelopment/CareerPlanning

Promotion

Let Go

Alumni

EmployeeLife Cycle

Modernes Organigramm

Management

People that work on product

Commands anddirects

Management

People that work on product

Supports and enables

OldManagement

NewManagement

Customer

Works for Customer

Works for Customer Works for Customer

„Workers“Developers, Marketing,Sales, ….

Supports andenables

Supports andenables

Supports andenables Supports and

enables

Middle Management

Supports andenables

Supports andenables

Executive

Nicht jeder ist wie du!

Jeder ist anders motiviert

Jeder Mitarbeiter ist anders,aber jeder braucht Entwicklung.

DISC Model – 4 Types of PersonsDominant / Conductor

Influence / Supporter Steadiness / Supporter

Compliance/Analyzer

Basic Priority Power People Slower Pace Procedure

Fear Being taken advantage of

Loss of approval Loss of security Criticism of their work

Focus Get the job done now Interaction Team work Doing it correctly the first time

Ideal environment Upbeat, fast, powerful

Fun, friendly, exciting Procedures, stable, harmonious

Structure with procedures, accuracy

Basic Need Control, needs options

Recognition,approval, popularity

Appreciation, security, affirmation

Quality answers, value, excellence

Work Style My way – hard to please

Fun way, full of interaction

Easy way, little change

The right way -inflexible

Sees the workplace as Antagonistic Friendly Friendly Antagonistic

Other’s view of them Bossy, arrogant,brash

Glib, unrealistic, emotional

Slow, stubborn, inflexible

Critical, perfectionist, overly sensitive

Growth area Sensitive to the feelings of others

Sensitive to time Be more willing to change

That self and others aren’t perfect

Receiving verbal communication

Short and to the point

Be upbeat,enthusiastic

Non threatening, pleasant tone of voice

Detailed, prefers instructions in writing

1. I know what is expected of me at work.2. I have the materials and equipment I need to do my work right.3. At work, I have the opportunity to do what I do best every day.4. In the last seven days, I have received recognition or praise for doing good work.5. My supervisor, or someone at work, seems to care about me as a person.6. There is someone at work who encourages my development7. At work, my opinions seem to count.8. The mission or purpose of my company makes me feel my job is important.9. My associates or fellow employees are committed to doing quality work.10. I have a best friend at work.11. In the last six months, someone at work has talked to me about my progress.12. This last year, I have had opportunities at work to learn and grow.

Gallup Q12 Employee Engagement Questions

Copyright©2014Gallup, Inc.

50% der eigenen Zeit in Mitarbeiter investieren!

1:1 und 1:1 und 1:1

Once a week

Jedes 4. 1:1 nur für Entwicklung

People Development means:– Where does the person want to be in 2-5 years?– Where is she now?– What needs to be done to close the gap?– How can you/company help to close the gap?

Johari Window – Self Development

OPEN /

PUBLIC

BLIND

SPOT

FACADE /

PRIVATEUNKNOWN

BLIND

SPOT

FACADE /

PRIVATE

UNKNOWN

Unkown

to Self

Known

to Self

Kn

ow

n

to O

the

rs

Un

kn

ow

n

to O

the

rs

Unkown

to Self

Known

to Self

Kn

ow

n

to O

the

rs

Un

kn

ow

n

to O

the

rs

OPEN /

PUBLIC

ask

feed

back

tell

self disclosure/exposure

shareddiscovery

selfdiscovery

others observation

Promotions based on development.

Favor Internal Promotions.

Tours of Duty.

Talent Council

Kündigung!

Karriere außerhalb der Firma

Wiedereinstellen.

Employer Branding.

EmployerBranding

Recruiting

Hiring

Onboarding/Mentoring

HighPerformanceTeams

PeopleDevelopment/CareerPlanning

Promotion

Let Go

Alumni

EmployeeLife Cycle

Death To Stockphoto

Q&AJ

Stephan Schmidt

@codemonkeyism

stephan@ubercto.de