cómo formar y mantener a un equipo de ingenieros felices
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Deck Title HeaderMARCH 1, 2015
Confidential. Property of Ride Group, Inc. Not to be disclosed or distributed with Ride's prior written consent.
Presentado por:Juan Pablo Buriticá
Cómo formar y mantener a un equipo de
ingenieros felices
Deck Title HeaderMARCH 1, 2015
Confidential. Property of Ride Group, Inc. Not to be disclosed or distributed with Ride's prior written consent.
@buritica
buritica@gmail.com
Juan Pablo Buriticá
FOUND
HAPPY SOFTWARE ENGINEER
Juan Pablo Buriticá VP of Engineering - ride.com
@buritica
BUILDING GREAT TECHNOLOGY ORGANIZATIONS
A great technology organization delivers business value through technological
implementations
RECRUITING - WHAT DO I NEED?
• What is the role of the team? • What am I building?
• a technology product/service company • a tech enabled product or service • a technology consulting company
• Do I need/want a local or a remote team?
RECRUITING - WHERE DO I FIND TALENT?
• referrals, first and foremost • local user groups, meetups and conferences • online communities
• Github • twitter • irc • google groups • stack overflow
RECRUITING - HOW DO I SELECT TALENT?
• Define what you looking for: • tech skills • soft skills • experience
RECRUITING - HOW DO I SELECT TALENT?
• respect the craft • don't look for a brown house carpenter • recreate realistic environments • be fair
RECRUITING - HOW DO I SELECT TALENT?
• measure indirectly • learn to recognize patterns • don't be judgmental • be empathetic
RECRUITING - HOW DO I SELECT TALENT?
• What does experience mean to you? • Define based on needs and offerings:
• junior / entry level • mid level • senior level **
COMPENSATION - PERSONAL FACTORS
• continued education• training sessions • attend events • speak at events • study groups
• personal growth in non tech areas• business knowledge • sales, support, leadership
• business opportunities• network growth • exposure • financial benefits • industry expertise and knowledge
• lifestyle• work / life balance • non monetary benefits
COMPENSATION - OTHER FACTORS
• What is the most important information in order to help them succeed?
• Use living documents, empathize and iterate. • Define metrics for success • Everyone should be involved • Ask your candidates to document as they
navigate on-boarding for improvement
ENG MANAGEMENT - THE NOT SO EASY PART
• Could this be your fault? • Start with an open conversation. • Be clear about what’s not working out. • Have clear objectives for improvement. • Don’t threaten • Follow up constantly • *Increase micro-management in steps • Be human.
ENG MANAGEMENT - PERFORMANCE ISSUES
• Build trust and be trustworthy • Take privacy seriously • Trust • Be understanding and supportive • Empathy is key • Let the information flow, don’t add pressure • Be human
ENG MANAGEMENT - PERFORMANCE ISSUES
• Prevent them by establishing spaces for discussion and being clear about decision process
• Promote healthy, respectful discussions, passionate people are bound to argue
• Do not pick sides • No written mediums • Let people know when they should take some
time away to collect their thoughts
ENG MANAGEMENT - TEAM CONFLICTS
Be aware of the Fundamental
Attribution Error
http://en.wikipedia.org/wiki/Fundamental_attribution_error
• blameless postmortems • what actions they took at what time, • what effects they observed, • expectations they had, • assumptions they had made, • and their understanding of timeline of events
as they occurred. • without fear of punishment or retribution.
ENG MANAGEMENT - TEAM FAILURES
https://codeascraft.com/2012/05/22/blameless-postmortems/
• Bring them up in the correct environment • Do not punish • Help them learn from them • Don't use consequences as a punishment • Higher risks mean increasing chances for
failure, keep that in mind
ENG MANAGEMENT - INDIVIDUAL’S MISTAKES
• If someone brings up an issue don’t ignore it • Don't respond immediately, take time to think
about it • Don't use non-apologies, apologize sincerely • Be open with it, learn from it, write it down, go
back to your notes
ENG MANAGEMENT - MY MISTAKES
• Follow your instincts • Your job is to help people succeed, if someone
is not succeeding it may be your fault • Even if it is your responsibility, it may be not be
the right environment or opportunity for them. • If it is performance based, make sure you did
everything you could.
ENG MANAGEMENT - LETTING GO
• Be direct and clear about the reasons • Be ready for emotions, no one likes to get fired • Make sure they are not taken by surprise, if they
are, you were not clear enough in performance reviews
• Be human
ENG MANAGEMENT - LETTING GO
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