Employee Live Cycle JAX 2016
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The document discusses the employee life cycle, from recruiting to alumni status. It begins with employer branding to attract candidates and outlines the various stages of recruiting, hiring, onboarding with mentoring, developing high performance teams, ongoing people development and career planning, potential promotions, letting employees go, and maintaining relationships with alumni. Key aspects covered include defining hiring needs, evaluating skills and fit, conducting interviews, onboarding new employees, providing ongoing training and feedback, and supporting employees' long-term career goals.
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Employee Live Cycle JAX 2016
- 1. Employee Life Cycle Stephan Schmidt übercto Recruiting und Moderne Mitarbeiterentwicklung
- 3. Flickr Max Braun CC BY SA 2.0
- 5. Recruiting beginnt weit vor dem Recruiting.
- 6. Recruiting and People Management is an end to end process.
- 7. Recruiting Idee: Wen will ich einstellen?
- 8. 8
- 9. Smart, can get stuff done, you can work with them Do they know stuff? Are they curious? Do they learn? What have they got done in the past? Get some Code samples Have lunch Play a game Taken from Aaron Swartz, Raw Thought, 2009
- 10. Rollen, Aufgaben, Skills, Junior/Senior
- 11. Kann-Alles-Genie
- 12. TT Shaped Skills
- 13. ππ Shaped Skills
- 15. CommonNovelUbiquity Demand Unknown Defined Certainty Supply Commodity Product Custom Built Genesis Model: Simon Wardley/ Markus Andrezak How much will it cost? What will the new product look like? Which new opportunities should we follow & how do we find them?
- 17. Flickr Kenny Louie CC BY 2.0
- 18. Diversity.
- 20. Stellenanzeige
- 22. NEVER cut & paste
- 23. Und Frauen?
- 24. Und Väter?
- 26. Stellenanzeigen reichen heute nicht aus.
- 29. CVs are fake.
- 30. German universities don’t tell you anything.
- 31. Zeugnisse sind nichts wert.
- 32. 30% der Entwickler können nicht programmieren!
- 33. Non Developer, Cargo Cultist, Good Developer and Genius
- 34. Telefoninterview spart viel Zeit.
- 35. Interview
- 36. The goal of the hiring process is to decide if you want to hire someone or 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.
- 37. Base your Interviewing on Competencies
- 38. Competencies KNOWLEDGE INTELLECTUAL INTERPERSONAL MOTIVATION • Business Acumen • Functional/Technical Skills • Hiring and Staffing • Organizational Agility • Process Management • Managing through Systems • Technical Learning • Dealing with Ambiguity • Creativity • Timely Decision Making • Decision Quality • Humor • Innovation Management • Integrity and Trust • Intellectual Horsepower • Learning on the Fly • Listening • Organizing • Dealing with Paradox • Personal Learning • Perspective • Planning • Political Savvy • Priority Setting • Problem Solving • Self Knowledge • Strategic Agility • Time Management • Managing Vision and Purpose • Written Communications • Approachability • Caring about Direct Reports • Comfort Around Higher Management • Command Skills • Compassion • Composure • Conflict Management • Confronting Direct reports • Delegation • Developing Direct reports • Directing Others • Managing Diversity • Ethics and Values • Fairness to Direct Reports • Informing • Interpersonal Savvy • Managerial Courage • Managing and Measuring Work • Motivating Others • Negotiating • Patience • Peer Relationships • Personal Disclosure • Presentation Skills • Sizing Up People • Standing Alone • Building Effective Teams • Understanding Others • Action Oriented • Boss Relationships • Career Ambition • Customer Focus • Perseverance • Drive for Results • Self Development • Work/Live Balance
- 40. Interview Competency Funnel Model Topic 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?“ Accomplishment Lets 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 Appraisal DIRECT „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
- 42. Have lunch.
- 43. Tell 90% of the truth ;-)
- 44. Will, Skill, Team Fit.
- 46. When in doubt, don‘t hire!
- 48. Wikipedia Nick Webb CC BY 2.0
- 49. Make decisions same day.
- 51. Kontakt nicht abreißen lassen.
- 54. Probezeit ist die letzte Chance.
- 55. Auf die Probe stellen.
- 56. 1 Monat, 2 Monat, 3 Monat Check Ups.
- 58. Flickr Brandon Atkinson CC BY 2.0
- 59. Ende Recruiting
- 60. Wikipedia Bert van Dijk CC BY SA 2.0
- 63. Modernes Organigramm Management People that work on product Commands and directs Management People that work on product Supports and enables Old Management New Management Customer Works for Customer Works for Customer Works for Customer „Workers“ Developers, Marketing, Sales, …. Supports and enables Supports and enables Supports and enables Supports and enables Middle Management Supports and enables Supports and enables Executive
- 64. Nicht jeder ist wie du!
- 65. Jeder ist anders motiviert
- 66. Jeder Mitarbeiter ist anders, aber jeder braucht Entwicklung.
- 67. DISC Model – 4 Types of Persons Dominant / Conductor Influence / Supporter Steadiness / Supporter Compliance/ Analyzer Basic Priority Power People Slower Pace Procedure Fear Being taken advantageof 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
- 68. 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 development 7. 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 © 2014 Gallup, Inc.
- 69. 50% der eigenen Zeit in Mitarbeiter investieren!
- 70. 1:1 und 1:1 und 1:1
- 71. Once a week
- 72. Jedes 4. 1:1 nur für Entwicklung
- 73. 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?
- 74. Johari Window – Self Development OPEN / PUBLIC BLIND SPOT FACADE / PRIVATE UNKNOWN BLIND SPOT FACADE / PRIVATE UNKNOWN Unkown to Self Known to Self Known toOthers Unknown toOthers Unkown to Self Known to Self Known toOthers Unknown toOthers OPEN / PUBLIC ask feedback tell self disclosure/ exposure shared discovery self discovery others observation
- 75. Promotions based on development.
- 77. Tours of Duty.
- 79. Talent Council
- 80. Kündigung!
- 81. Karriere außerhalb der Firma