cómo formar y mantener a un equipo de ingenieros felices
TRANSCRIPT
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
Juan Pablo Buriticá
FOUND
HAPPY SOFTWARE ENGINEER
Juan Pablo Buriticá VP of Engineering - ride.com
@buritica
Building Great Technology Organizations
BUILDING GREAT TECHNOLOGY ORGANIZATIONS
A great technology organization delivers business value through technological
implementations
RECRUITING: WHAT DO I NEED?
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?
If you don’t have enough technical knowledge to
make technical decisions…
…HIRE SOMEONE WHO DOES!!!
If you do have enough knowledge…
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
JOB POSTINGS SUCK…
… recruiting needs direct contact as early as possible
RECRUITING: HOW DO I ATTRACT
TALENT?
Are you building a new company?
…it comes down to vision, compensation and
opportunity.
If you have a good track record you have
a head start.
If you don’t…
…it comes down to vision, compensation and
opportunity.
You just have to do 10x the work
RECRUITING: HOW DO I SELECT TALENT?
Have an objective, repeatable interviewing
process that is empathetic.
Focus on candidate experience
Build a pipeline. Standardize and formalize
RECRUITING - HOW DO I SELECT TALENT?
• Define what you looking for: • tech skills • soft skills • experience
HOW WILL YOU MEASURE TECH SKILLS?
RECRUITING - HOW DO I SELECT TALENT?
• respect the craft • don't look for a brown house carpenter • recreate realistic environments • be fair
HOW WILL YOU MEASURE SOFT SKILLS?
RECRUITING - HOW DO I SELECT TALENT?
• measure indirectly • learn to recognize patterns • don't be judgmental • be empathetic
HOW WILL YOU MEASURE EXPERIENCE?
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: HOW DO I EVEN?
It’s not all about the $$$…
…but it starts with it.
GO BEYOND MASLOW’S HIERARCHY OF NEEDS
salary, options, bonuses
COMPENSATION: PERSONAL FACTORS
Is the team already great?
Are there great leaders?
Will there be learning opportunities?
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
Is there good career management?
What is the level of impact?
What are the kind of responsibilities?
Is the company a good fit?
COMPENSATION: OTHER FACTORS
• business opportunities• network growth • exposure • financial benefits • industry expertise and knowledge
• lifestyle• work / life balance • non monetary benefits
COMPENSATION - OTHER FACTORS
COMPENSATION: WHAT SHOULD I OFFER?
IT’S NOT ABOUT YOU…
…IT’S ABOUT THE CANDIDATE
Aim for balance.
Have packages to choose from.
Don’t be afraid to negotiate…
…but be aware of social disadvantages and
unconscious biases and privilege…
…if you want a diverse and balanced team.
You do want the best team possible, right?
Be transparent.
And remember, if you want THE BEST…
… you better pay like it.
ENG MANAGEMENT: THE EASY PART
404 NOT FOUND
ENG MANAGEMENT: THE EASY PART
ONBOARDING
• 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
LEADERSHIP
Your role is to help people succeed in delivering value…
…not to tell them what to do
Define a framework for decision making.
Be transparent, even when you can't be.
DON’T MICROMANAGE*
ENG MANAGEMENT: HOW DO I MOTIVATE?
…it comes down to vision, compensation, opportunity…
… environment, well-being and personal achievements.
ENG MANAGEMENT: HOW DO I RETAIN?
Ibid.
ENG MANAGEMENT: THE HARD PART
How do I deal with performance issues?
• 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
How do I deal with personal 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
How do I deal with team conflicts?
• 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
How do I deal with team mistakes or failures?
Be aware of the Fundamental
Attribution Error
http://en.wikipedia.org/wiki/Fundamental_attribution_error
..focus on the environment which caused
the failure.
• 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/
How do I deal with an individual’s mistakes or
failures?
• 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
How do I deal with my mistakes or failures?
• 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
Emergency Management
GET OUT OF THE WAY!
GET OTHER PEOPLE OUT OF THE WAY!
TAKE CONTROL OF EXTERNAL FACTORS
BE USEFUL OR GTFO
ENG MANAGEMENT: THE WORST PART
When do I let someone go?
• 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
How do I let someone 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
ENG MANAGEMENT: FINAL THOUGHTS
Management is not a promotion…
…it’s a career change.
http://fractio.nl/2014/09/19/not-a-promotion-a-career-change/
Approach it the same way as you did programming…
…read, learn, write, test, teach.
People expect you to have the answer, even when you
don’t.
It’s ok to say I don’t know.
Software is about people.
Great people in great teams with great leadership build
great software.
Go build, come back and teach us.
Deck Title HeaderMARCH 1, 2015
Confidential. Property of Ride Group, Inc. Not to be disclosed or distributed with Ride's prior written consent.
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