A couple of years ago in a large company that was going through agile related transformation, we were looking for a candidate with niche skills and experience. After a while of searching we found a suitable profile. Let’s call this candidate Andy. We put him through traditional interview process, meaning tel. interview followed by F2F with the hiring manager. Andy came across well enough, he appeared to be well studied and to know his stuff. We had high expectations and hopes of Andy. Unfortunately, these expectations were never met. Andy turned out to be a negative disruptor, confusing his colleagues, creating bad reputation for his team and bad morale within his team. Wherever he went, the positive culture burnt down. We invested lots of coaching and mentoring to bring him where he needed to be. It didn’t work. We got him another job in the company only to find out it was a hopeless move. Andy simply did not know how to apply his knowledge within our organisation culture that was going through transformation. After a year of this negative influence, a brave line manager finally put him on a performance management, and Andy decided to leave. This experience was a very costly waste of everyone’s time and efforts. We all know the cost of recruiting, it is 10’s of thousands of dollars per candidate. But there was also the immeasurable cost of the immense negative impact on Andy’s team, the people he worked with, and on our organisation culture. Hands up who experienced a similar story? You are not alone, statics suggest every one of us experienced or will experience a similar situation. The CEO and founder of Zappos, bought by Amazon, estimates that bad hires have cost his company over 100mil USD. I’ve had the pleasure, and often the misery, of working in Human Resource and recruitment in various capacities for companies that were going through an agile related transformation. I have seen first hand how Recruitment unaligned with the intended cultural change gets very costly. Both in cultural and financial terms. And I have seen great benefits of recruitment aligned to agile transformation goal. Today, I want to show you how costly it is to get it wrong, and how you can get it right.
The cost of getting it wrong
1
2
3 Bonus
You are doing it wrong, do it better !
The Right One – potential over experience
Let the Right One In
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Presentation Notes
This is what we will talk about. Firstly we will explore the impacts of getting it wrong. What does it mean from both cultural and financial perspective if our hiring approach is not aligned with our intended culture.. Then we will have an open and honest look at how we are hiring currently, and how we could do it better. We will then talk about who the Right One is, how can you spot the Right One, and how hiring the right potential rather than the right technical experience will enable your org’s intended culture
The cost of getting it wrong 1
Unaligned recruitment
qualities of people you hire are not aligned with the intended cultural change
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Presentation Notes
As I said, the first section is about impacts of unaligned recruitment with your intended culture and the cost of getting it wrong. <CLICK> First of all, what does “unaligned recruitment” actually mean? <CLICK> It means that the qualities of people you hire are not aligned with the intended cultural change in your organisation. It means you are not looking for those people who would enable your cultural change but rather only those who will simply slot into your existing culture. Therefore these people will not help you with your cultural positive shift. This unaligned approach then turns very costly. <CLICK>
So these are some of the costs related to unaligned recruitment. Cultural cost. <CLICK> If you just hired someone who only fits into your current culture, it sends a confusing message across the organisation AND the team this person will be embedded in. By employing people who simply only slot into your existing culture, you are effectively only re-enforcing your current culture, instead of helping change it. Cultural cost is very hard to quantify but you would find estimates that go into millions of dollars. <CLICK> Staff turnover includes hiring to backfill the vacant roles, on-boarding, training, time of security and human resource personnel, and many others. The financial cost of performance management includes time of relevant managers, effected employee, HR involvement, loss of productivity, negative impact on the team, not to mention the enormous stress attached. <CLICK> Ok, What about bad publicity? Bad PR caused by unaligned recruitment means that it will be pretty hard for you to hire talented people, because people tend to share their negative experiences way more than their positive experiences. Bad reputation on the candidate market will cost you 10’s if not 100’s of thousands of dollars. <CLICK> Overall, the cost goes into hundereds of thousands, if not millions, of dollars. The number scales with the size of your organisation.
You are doing it wrong, do it better! 2
VS Traditional Agile
Hiring process
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Ok, so now we know how very costly it is when we get it wrong. Let’s find out how we can avoid this cost by aligning our hiring process with our intended culture. <CLICK>
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
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This is what I call traditional hiring process. <CLICK per line> - We start with a factual job spec, posted on available job sites Shortlisted candidates get selected based on buzz words and # of years of experience mentioned in their resumes These two steps are often carried out by external recruiters who have none or very little idea about the intended culture of the company they are recruiting for. This means that there is an absolute de-tachment with the company’s intended culture from the very start of the hiring process. Because someone else is doing it for you. This is a very risky approach. If we are using external recruitment suppliers we have to consider how we are engaging them to set them and ourselves for success. Then the shortlisted candidates receive a screening telephone call to check that they can talk and know their CV. - Top 3 lucky ones get invited for a face to face interview with the hiring team manager, another team manager, and at best an HR / Rec representative or a senior member of the team - Interview consists of standard technical and behavioural questions (such as “tell us something about yourself” and “what are class libraries in .Net 4.5”) The offered candidate then gets handballed to HR for contract negotiation and on-boarding. Hands up if you have this or similar process in place today? Or who has been through that process? What’s wrong with this approach, you might be asking. Before we delve deeper into this, I want to show you a brief extract from what I call a “traditional job description”
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
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=
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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
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So let’s take a look at a real advertised job spec. You will often see job adverts that briefly tell you that this company are going through agile transformation and there is a description of the ideal candidate for the position. The advert usually reads something like this: <CLICK per line> We are looking for…. Now, what does this advert actually tells you? What is the message it sends to your potential candidates? <CLICK per line> Just think about the person who actually applies for this job. How is such a person going to help you with your cultural shift if they simply only fit into your current culture? Why not to look instead for someone who is <CLICK per line> Now, such a job description will attract the right people for your cultural change, and is the first step in aligning your recruitment with your intended cultural shift. <CLICK>
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
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Now, let’s look into how things can be done differently to further align your recruitment with your intended cultural change. This is what I call agile hiring process <CLICK> As we said, the job description needs to tell a truthful story about the company. Something along the lines with “who we are as a company, and why we do what we do, what can we give to you, and who do you need to be if WE are to succeed together”. This gets posted on job sites, and social media ideally by your own employees who will also utilise relevant blogs; It’s the cross-functional scrum TEAM where the job opening is, that shortlists resumes. They focus NOT on technical buzzwords or #of years of experience but on potential and conveyed story that the CV tells you about the candidate. The TEAM shortlists CVs by consent, meaning 4 yes’s and 2 no’s is a yes for an interview invite. - if a tel. screening is required from some reason, then it serves as the opportunity to excite the candidate about the company and the role, and outline expectations about the interview process; - There is no limit on number of candidates invited to a F2F interview providing the hiring process will not drag over several weeks. Most of the effected team is present and actively participates at the interview(s). - The team comes up with questions, scenarios, tasks – in collaboration with human resource expert. Each interview is followed by a thorough collective team debrief to discuss the candidate’s potential and suitability - The successful candidate receives an offer from the team over the phone, outlining next steps. All other candidates receive a comprehensive feedback after their interview. The whole team participates in on-boarding activities Hands up if you have all these aspects in place today? Is there a positive feedback from the team about this process? How many times did this process break the team culture? <CLICK>
Evidence
✓Staff turnover 35%
✓Employee engagement 31%
✓Performance management 100%
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After we implemented agile recruitment principles in a large global company, we measured the impacts for 12 months in one location. These are the results: the staff turnover rate fell by 35%, so instead of 59 people per year leaving the org in one location only, we had 18 leavers per year. This is an incredible cost saving and morale boost for any company. <CLICK> ALL exit interviews showed improvements in perception of team culture and employee engagement from 62% to 93%, resulting in 31% increase <CLICK> The year before we implemented agile hiring process, the ratio of newly hired people who were put on performance management during their first year was 13%. As you can imagine, this was really costly and did not encourage a positive culture. A year after the implementation, none of the newly hired people was been put on performance management. These numbers speak volume.
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
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So, to summarise the benefits of implementing agile hiring process: <CLICK per line> -We achieve strong alignment of recruitment with our intended cultural change. This is displayed in the way we write a job advert, the way we look at CVs when we seek potential over buzz words, the team is involved throughout the whole process – from the very beginning to the very end, and in active participation of your HR expert. - our team culture remains unbroken. Since the cross-functional team is part of the end-to-end hiring process, they will look forward to having a new team member whom they chose, instead of being apprehensive about who comes into their team. They pull the right person into the team. -The new team member “hits the ground running” . Your new team mate and her new team already know what to expect from each other. The team can think ahead how best to set her up for success even before she starts her job. - It also results in very low staff turn over, high loyalty and employee engagement as we saw on the previous slide - This process is also an evidence of a truly people oriented org. The last two points are not only great benefits for your culture but also great publicity for your company. They will turn your talent attraction into a piece of cake.
The Right One – Potential over experience
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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.
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Ok, so now we understand the cost of unaligned recruitment with your intended cultural change, and how we can avoid this cost by reaping the benefits of agile hiring process. The next step is to explore the attributes we need to focus on when we’re looking for the right person. The person who will naturally, and almost effortlessly, help our intended cultural change. in order to make the right decisions when hiring, you have to really understand your org. Its goals and missions both commercially and culturally. The emphasis in this sentence is on culturally. <CLICK> You need to know your current and intended org culture, values, missions. Only then you can target those future employees who will help take your org where it wants to be. Most companies out there have certain values in place, often on paper only. <CLICK> It is incredibly important not to kid yourself about your current state of culture and openly admit to yourself “we are simply not there yet”. Then you can truly target people who possess the desired and intended values. These people are the right ones for you. Remember: <CLICK> 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. Sometimes, it can be difficult to have a clear idea on where your org wants to be culturally in say 5, 10 years time. And that’s fine. No matter how exactly you want your culture to look now or in the future, your best bet is to hire people with potential for excellence. Why am I saying that? Let’s look at what potential actually means.
Potential for excellence over
experience & technical seniority
Potential for excellence
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It means, having the capacity to develop into something or someone in the future and adapt to ever changing environment. This means that by employing a person with strong potential, you are making the best investment for your future as this person , through the right guidance, will develop into someone you want and need him to be. It is also important to realise, that potential is NOT limited to age, gender, religion or any other characteristics that encourage diversity at work place. Sometimes, actual experience can cloud your behaviour and how you approach problems, and result in nonflexibility, sometimes even arrogance. While a potential for excellence gives you the amazing opportunity to help shape the person, help them grow fast, and they in return will help grow those around them. Candidates with strong potential are the ones who are not burden with any mental constraints to evolve in the direction you need them to. I saw many times outcomes when the successful candidate was selected based on their seniority, many such candidates did not bring anything but technical skills, they were reluctant to try new things “because they were the experts, they knew best, they’ve seen it all before”. These behaviours do not bring any value to the team, nor organisation in terms of becoming high performing, a happy place to work, and moving on the agile journey.
• Passion
• Team fit & sense of “us being in it together”
• Intended culture fit
• Holistic view
• Critical thinking
• Open about mistakes
Potential for excellence
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When you’re looking for the Right One, the one with strong potential for excellence, these are some of the attributes you need to look out for. <CLICK per line, read them out one after another> We will now go through all of them, call out some pitfalls, and useful questions for how to identify these attributes in people. As a bottom line you always need to keep in mind what, why, how. what are you after, why are you after it, and how are you going to find out if the candidate has it.
“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
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There is nothing that would hold a workplace together without passion. Only if we deeply care about what we do, we will make it success. Someone said that Passion fuels success. I cannot agree more. Passion is at the top of my list of attributes to identify potential for excellence in people.
VS Passion Enthusiasm
“You will do foolish things, but do them with enthusiasm.”
Homer Simpson
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When you are looking for passion in people, make sure you do not mistake it with enthusiasm. You would often see on job specs “we are looking for enthusiastic people”. I think Homer Simpson couldn’t have said it better when he said…. <CLICK> you will do foolish things, but do them with enthusiasm. The difference between passion and enthusiasm is that when you are passionate about something you will always strive to do the right thing, rather than ANY thing. This means, that passion brings natural order to your workplace. Obviously, if you are going to employ passionate people, be prepared to have passionate conversations. <CLICK>
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I’m sure all the Agile coaches in the room are familiar with this comment
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?
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And here are some useful questions to help you discover if people are passionate about what they do. I will not linger on these questions or questions I will show you over next few mins, I will be only happy to speak to you after the presentation.
Team Fit & Sense of
“us being in it together”
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Togetherness makes a team, creates a team identity. Without it the team is just a bunch of individuals. Together we pull and push, and bring great results. In human society you will never achieve anything on your own.
Check for the mindset
“We are in this together. Until you fail”
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When you are looking for people who will be a true asset to your team’s culture, do not forget to check for the toxic mindset of “We are in this together. Until you fail.” Let me tell you a story I was part of. Back in the Uk, after two months of extensive search for very niche technical skill set, we finally found the “perfect” candidate on paper, let’s call him Dick. During the interview process he blew us away with his technical skills, however the recommendation from HR was not to hire as he did not display qualities in the ‘team fit’ and ‘we are in it’ together areas. The hiring manager and the team members decided to go ahead and hire Dick. Exactly a week later he was escorted from the company premises due to a gross misconduct. The reason – one of his team peers played music Dick didn’t like. So Dick decided to bring his electric guitar to work, and play music he liked right into his team mates left ear. It didn’t go down too well. Again, sense of us being in it together, no I in the team, is a super important attribute when we are looking out for potential.
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
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And how to uncover the right team mindset? It’s a must that the effected team prepares questions for this section – one question per team member. They might want to think about their team values and relate the questions to those values, such as these questions. The values they relate to are: We are accountable to each other We turn up on time because we respect each other We don’t accept any passengers, but we are empathetic to each other Or… <CLICK>
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?
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…they might want to use more generic but probing questions over here.
✓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
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I have talked about intended culture fit already so just very briefly. <CLICK> The key is to know your current AND above all intended culture. <CLICK> Org culture fit is NOT about finding a candidate who is the same as the org but the one who can change what needs to be changed !! Someone who already possesses the attributes of your intended culture.
One condition:
You MUST fully support these new employees!
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One word of advice. If you hire people who will help create your intended culture, they will very likely cause disruption. Therefore, you absolutely have to fully support them at every step of the journey! If you do not openly show your full support to these people, you will be sending a confusing message across your organisation and the teams they are embedded in. This will result in your positive disruptors losing both their spark and positive impact in your work environment.
Questions are solely based on your intended culture
Questions you should ask
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There are no example questions here. The reason is that your questions are solely based on your intended culture, Do you have a particularly “command and control” managers and it hinders your progress? – target candidates with the opposite approach and create positive disruption.
Holistic view
Understands what their actions mean to the organisation and the end customer
www.burrard-lucas.com
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People with holistic views bring down silos and put the org’s needs first. Instead of the needs of technical systems, a persistent PM, or personal needs. These people see the whole picture and base their decisions and approach on that view. The Right One understands that their actions make a difference to the org, and also understands what these actions mean for the customer.
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?
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These are some of the questions that will help you in uncovering this personal attribute
Critical thinking
Thinking actively, asking questions about what you see and hear, evaluating, categorising
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You would see job specs mentioning critical thinking, yet often people don’t fully realise what it means. Nor how to find out if the candidate does have this attribute. What does critical thinking actually mean then? <CLICK> Critical thinking means that you are thinking actively. You are asking questions about what you see and hear , you evaluate, categorise, and find relationships. It’s an ability to diseminate situations and statements to understand “why”. This ability then enables you to propose suitable solutions. If you want to build a culture with quality leadership, critical thinking is an essential attribute.
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?
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As with most other recommended attributes, also here are some pitfalls to look out for. Do NOT make people feel stupid with your questions on critical thinking, or that you are displaying superiority, they will rightfully conclude that you are a pretentious a-hole. Some notorious examples of questions asked by well known global companies are <CLICK> How many piano tuners are there in the entire world? How much should you charge to wash all windows in Seattle? As funky as these questions are, they are badly formed and evoke negative stressful feelings in candidates, especially if you put these questions across as a ”critical thinking check.”
Questions you should ask
Make your own! Take real life examples from your organisation.
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So what are suitable questions to identify critical thinking? – I recommend you make your own taken from real life in your organisation. The formula is very simple. Provide short descriptive scenario which gives some facts about an event or situation. Then give an inference that might or might not be true. The candidate then interprets the scenario based on her ways of thinking and perception of the world. There is a choice of answers in the range of True, Probably True, Insufficient Data, Probably False, False. Then you discuss the candidate’s answer and why did they choose it. There is lots of info on internet to help you form the right crititical thinking questions. STOP – DO NOT READ Let’s consider the movie Titanic. The cruiser hits the ice berg, panic spreads as it becomes apparent that the unsinkable ship is going down. People run around screaming trying to find their beloved, they are desperate to leave the ship before it sinks, they’re running out of time. Where are the life saving boats??? Yet the band keeps playing on. Why does the band keep playing as the Titanic sinks? Why don’t the musicians leave when they have a chance? Another question: Why was Rose so willing to turn her back on privileged society and a safe, comfortable marriage? When interviewing for critical thinking, always make sure you ask open ended questions, such as: What are the consequences of..? Does his reaction justify the situation? Why did this happen?
Open about mistakes
Transparency and knowledge sharing = great team work.
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We all know how invaluable it is when we learn from our mistakes. And if we are open about them we get a double whacker – not only we display transparency and trust by sharing mistakes, but we also share what we have learnt, so that other people do not burn their fingers too. You might have heard this statement before <CLICK>
“I’ve learnt so much from mistakes… I’m thinking of making a few more”
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“I’ve learnt so much from mistakes… I’m thinking of making a few more” – this is an admirable approach, at the same time you need to check how the candidate prevents the same mistake from happening again. In one of the companies I worked with, during interviews we accepted examples not only from professional but also from personal life. When we asked one candidate to share with us some of his biggest mistakes from professional or personal life, he responded that one of his biggest mistakes was to get married and he talked us through how he would ensure this mistake doesn’t happen again……. Yes, we did offer him the job.
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?
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Again, here are some questions to help you.
The cost of getting it wrong 1
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
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Presentation Notes
So, what were the key points today First of all The cost of getting it wrong – we now realise that recruitment not aligned with your cultural change gets very costly, not only financially but also culturally –broken team culture, performance management, bad PR, all of those things will cost your organisation dear if you do not align your recruitment approach with your intended culture Do you remember the difference between the traditional and agile ways of hiring people? We talked about the importance of getting your teams involved in the end-to-end recruitment process, about how you project your company on the job adverts, the importance of collaboration with HR experts, how are CVs selected based on potential for excellence rather than technical buzzwords We learnt how crucial it is to know your organisation current and intended culture. And we explored some of the attributes that indicate strong potential for excellence. This potential will almost effortlessly support your intended cultural change.
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
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The last thought I will leave you with is this Remember agile manifesto, the bit about Individuals and interactions over processes and tools The people in the organisation are the ones who will help or hinder your cultural change. Aligning the way you hire new people with your intended culture, will propel the success of your cultural change. You will end up with ..on the slide
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
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Thank you!
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.
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. [email protected] 0452 070 456
•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
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
Presenter
Presentation Notes
Agile recruitment process cost: For easy calculation, let’s assume we have a team of 7, each of them gets paid $100,000 per year. If a face-to-face interview takes 3 hours, the cost per candidate for the whole team is $735 (worked out from hourly rate) Let’s include debrief which is up to 0.5hrs long – cost is: $122.5 per debrief Preparation for the whole hiring process, incl. CV screening, tasks and Qs prep, is up to 4 hours per team member– cost: $980 Total cost per candidate interviewed by the team: $1,837.5 Traditional process cost: 3 interviewers (hiring manager, senior member of the team, and either HR rep or another team manager) @ $100,000 Cost includes : interview prep, interview execution, debrief, offer Total cost per candidate interviewed by this team: $420 Plus Agency fee 20% of annual salary of the successful candidate = $20,000 (based on $100,000 basic salary) TOTAL COST $20,420 PLUSRisk of broken team culture, impacted productivity, performance management, staff turnover, bad publicity
