As managers, we tend to focus on improving our processes. But have you considered that good people—not processes—are really the foundation of high-quality software? Competent and skilled people—combined with good process—can consistently produce higher-quality software. When we look for a spouse, we go out on a date, then another, and another as part of an information gathering process. We collect several months or even years of information to make this critical decision. So, why do we often make long-term employment decisions with a few brief interviews? Philip Lew shares his ideas on how to find the best testers. Determining what qualities and characteristics to look for, what questions to ask, and which non-traditional activities or exercises to employ can be done as part of the interview process. Phil says that adapting our questions and methods can help us not only find people suited for our development processes but also help us hire for the long term.
2. Meet Your Instructor
• Team Lead, Data warehousing product
development
• Software product manager, BI product
• COO, large IT services company
• CEO, XBOSoft, software qa and testing services
• Relevant specialties
– Software quality process, evaluation, measurement
and improvement
– Software quality in use / UX design
– Mobile User Experience and usability
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3. Let’s
Meet
Each
Other
A
few
of
Us
Anyway
• Name
• Your
Company/Role
• InteresNng
Ndbit
or
fact
• ObjecNve
in
being
here
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3
4. Learning
from
the
Past
• “Used
1
hour
efficiently
and
covered
the
material.
It
was
interacNve
too.”
• “Presenter
was
comfortable
and
engaging.
Content
was
good.”
• “Best
content.
Provided
great
brainstorming
opportuniNes
and
gave
examples.
Great
presenter.”
• “Slides
too
low
where
people’s
heads
are.
Can’t
see.”
• “It
was
too
hard
to
hear
what
was
said.”
• “Instructor
only
focused
on
people
in
front
who’s
hands
were
up.”
• “Too
large
a
group.
• “Slides
were
different.”
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5. Session Spirit and Expectations
• Interactive given time and other context
• I won’t read the slides…
– Slides for you as a take-away
– Slightly different than your handouts
– Some new examples and ideas
– Write me and I’ll send these to you
• I’ll repeat questions (if I can remember)
5
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7. People
Quality
Leads
to
So=ware
Quality
• Competent
and
skilled
people—combined
with
good
process—can
consistently
produce
higher-‐
quality
so=ware.
• Incompetent
people
even
with
good
processes
produce
random
and/or
poor
results.
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7
Quality
People
Quality
So=ware
8. The
DaNng
Game
• When
we
look
for
a
spouse,
we
go
out
on
a
date,
then
another,
and
another
as
part
of
an
informaNon
gathering
process.
• We
collect
several
months
or
even
years
of
informaNon
to
make
this
criNcal
decision.
• So,
why
do
we
o=en
make
long-‐term
employment
decisions
with
a
few
brief
interviews?
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9. Who
to
Marry?
Finding
Good
Employees
• Determine
what
qualiNes
and
characterisNcs
you
want
– QuesNons
to
ask
– TradiNonal
and
non-‐tradiNonal
acNviNes
or
exercises
to
employ
can
be
done
as
part
of
the
interview
process
– QuesNons
and
methods
can
help
us
find
people
suited
for
the
long
term.
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10. Agenda
• The
problem
• Applying
so=ware
quality
models
to
people
• Solving
the
problem
one
piece
at
a
Nme
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11. The
Problem
• Figuring
out
what
we
need
– We
can’t
get
what
we
want
unless
we
know
what
we
want
(sound
familiar?)
• Finding
that
person
• AlracNng
them
to
your
company
– Put
on
the
right
clothes
and
make
up?
• Keeping
them
for
the
long
haul
• Doing
it
in
systemaNcally
to
increase
probability
of
success
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12. ATTRACTING
THE
RIGHT
PEOPLE
Before
we
start
recruiNng,
we
have
to
figure
out
who
we
are,
which
leads
to
what
kind
of
people
we
want
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It’s
a
2
way
street
13. AlracNng
the
Right
Spouse
Define
Yourself
Before
You
Hire
• Hiring
successfully
begins
with
defining
who
you
are.
• Figure
out
what
skills
and
personality
you
want.
• The
process
of
creaNng
a
job
descripNon
can
be
more
important
than
the
words
themselves.
• Think
about
what
your
company
is
doing,
where
you
are
at
and
what
your
culture
is.
• Think
about
top
talent
in
the
context
of
your
company,
define
it
and
then
recruit
for
it.
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14. Determine
Who
You
Are
• Will
the
new
employee
jive
with
the
company
values
and
team
atmosphere.
Don’t
get
a
bad
apple.
• Employee
goals
-‐
can
the
company
offer
the
employee
what
they
need
and
wants
to
stay
moNvated.
Spot
puddle
jumpers.
– Money
is
a
moNvaNon,
but
more
important
is
a
sense
of
impact
and
contribuNon
to
the
organizaNon.
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15. AlracNng
the
Right
People
• Make
the
candidate
feel
as
though
they
are
the
one
suited
for
the
job.
• “Tell
your
friends
about
us!”
can
make
you
look
desperate.
• You
see
the
resume
as
the
first
impression
of
an
applicant
àcandidates
are
looking
at
an
email
as
a
first
impression.
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16. AlracNng
Your
Hiring
Process
Should
Reflect
Your
Culture
• Recruit
for
culture,
not
just
skills
• Have
interviews
aimed
at
idenNfying
whether
or
not
a
candidate
shares
your
values
and
can
perform
well
your
culture
and
environment.
• Have
some
interviews
with
employees
who
have
not
seen
the
candidates’
résumés.
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Rights
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16
17. AlracNng
For
a
Start
Up
Your
First
Hire
Should
Be
A
“Get-‐Stuff-‐Done”
Person
• Flexibility
is
one
of
the
most
important
things
in
a
startup
-‐
people
wear
many
hats.
• In
a
startup,
someone
who
can
adapt
to
different
challenges
and
find
soluNons
most
important
• Smart,
resourceful,
takes
iniNaNve,
finisher.
• This
person
usually
becomes
an
expert
in
a
parNcular
area
later
and
becomes
invaluable.
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18. AlracNng
For
a
Start
Up
Take
Away
The
Fear
Of
Failure
• One
of
the
hiring
challenges
startups
face
is
that
top
recruits
might
consider
it
too
risky
to
join.
• Address
this
issue
head
on
in
the
interview
process.
– Present
the
worst-‐case
scenario
– Stress
that
the
candidate
would
have
no
problem
finding
another
opportunity
should
the
startup
go
under.
• You
want
this
response/reacNon:
“Yeah,
I’ll
be
fine
if
this
company
goes
down.
But
it’s
not
going
down,
because
I’m
part
of
it,”
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18
19. FIGURE
OUT
WHAT
YOU
NEED
SomeNmes
we
don’t
really
know…
unNl
its
too
late
and
we
got
what
we
don’t
want.
And
many
Nmes
we
keep
making
the
same
mistakes…
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19
Long-term?
Agile
Soft Skills
20. Figure
Out
What
you
Need
• Long
term
employees
• Part
Nmers
• Contractors
• Crowd
tasks
– Task
rabbit
– Elance
– Mechanical
Turk
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21. What
is
"long-‐term”?
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21
• Define
1-‐2
year
hiring
need,
under
1
year?
– Those
20%
superstars
that
stay
with
the
company
for
the
long
term
will
have
a
trickle
effect
onto
the
retenNon
funnel
with
other
employees
and
company
culture.
– Not
everyone
can
be
a
superstar.
– Those
medium
performers
are
needed
too.
22. Agile
ConsideraNons
Waterfall
• Speed
• Quality
• Cost
Agile
• Speed
• Quality
• Cost
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Where’s the beef?
24. Be-‐Do-‐Have
Be
Do
Have
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Process
• Iterative (sprints)
• Daily standups
• Face to face communication
• Post mortem – end of sprint
• Delivery meeting – end of sprint
• Planning meeting – before sprint
• Self organizing
People
• Communicative
• Collaborative/Cooperative
• Flexible and willing
• Knowledgeable-multi
• Initiative/responsible
• Responsive/adaptive
Results
• Speed
• Quality
25. Agile
Skills
Needed
• CommunicaNve
and
CollaboraNve
– Listening
– Speaking
(this
you
can
get
during
the
interview)
– Reading
– WriNng
• Abstract
reasoning
• Problem
solving
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26. Are
They
Listening
Listening
Skills
Checklist
• Give
the
interview
100%
of
their
alenNon.
• Listening
Body
Language
• Listening
InteracNon
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27. Listening
Skills
-‐
AlenNveness
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What experiences do you have where the
interviewee showed good or poor attentiveness?
28. Listening
Skills
-‐
InteracNon
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What experiences do you
have where the
interviewee showed good
or poor interaction skills?
29. Listening
Skills
–
Body
Language
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What experiences do you have where the
interviewee showed good or poor body language?
31. FIGURE
OUT
WHAT
YOU
NEED
SomeNmes
we
don’t
really
know…
unNl
its
too
late
and
we
got
what
we
don’t
want.
And
many
Nmes
we
keep
making
the
same
mistakes…
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Applying Quality Models to People
32. Applying
Quality
Models
to
People
Looking at qualifications
Resumes
People
Quality
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33. Quality
In
Use
How they can really get the job done
Can they fit in and contribute to the company culture
Fit into Culture
Get the job done for real
In use = On the job = Real Situation
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33
34. Influences
and
Depends
On
Qualifications can lead to good performance on the job
But not necessarily
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35. FIGURE
OUT
WHAT
YOU
NEED
START
WITH
THE
END
IN
MIND
What
kind
of
team
are
you
trying
to
build?
Build
out
your
people
quality
model
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35
36. Start
With
the
End
in
Mind
COMMITMENT
-‐
to
the
purpose
and
values
of
an
organizaNon
provides
a
clear
sense
of
direcNon.
• Team
members
should
understand
how
their
work
fits
into
corporate
objecNves
and
agree
that
their
team's
goals
are
achievable
and
aligned
with
corporate
mission
and
values.
• Willing
to
put
aside
personal
needs
for
the
benefit
of
the
team
or
the
company.
• Goals
are
developed
with
team
prioriNes
in
mind.
• Team
ground
rules
are
set
with
consideraNon
for
both
company,
team
and
individual
values.
• Team
members
use
alignment
with
purpose,
values,
and
goals
as
the
compass
for
soluNons.
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36
37. Start
With
the
End
in
Mind
CONTRIBUTION
• Need
people
who
have
strong
technical
and
interpersonal
skills
and
are
willing
to
learn.
• Need
self-‐leaders
who
take
responsibility
for
gewng
things
done,
but
with
workload
balance
across
the
team
• Level
of
individual
contribuNon
is
dependent
on:
inclusion,
confidence,
and
empowerment
– Confidence
in
self
and
team
affects
the
amount
of
energy
a
team
member
invests
in
an
endeavor.
If
it
appears
that
the
hard
work
is
likely
to
end
in
success,
employees
are
more
likely
to
contribute.
– Confidence
can
be
fostered
by
providing
feedback,
coaching,
assessment,
and
professional
development
opportuniNes.
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38. Start
With
the
End
in
Mind
COMMUNICATION
• Members
must
be
able
to
say
what
they
think,
ask
for
help,
share
new
or
unpopular
ideas,
and
risk
making
mistakes.
• Friendly,
open,
and
posiNve
communicaNon
plays
a
vital
role
in
creaNng
cohesiveness.
• CommunicaNons
are
more
likely
when
individuals
know
and
respect
one
another.
Team
members
usually
show
caring
by
asking
about
each
other's
lives
outside
of
work,
respecNng
individual
differences,
joking,
and
generally
making
all
feel
welcome.
• Open
communicaNon
-‐
members
must
provide
honest
feedback,
accept
construcNve
criNcism,
and
address
issues
head-‐on.
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39. FOR
THE
CHARACTERISTICS
OF
COMMITMENT,
CONTRIBUTION
AND
COMMUNICATION
EXERCISE
–
What
quesNons,
situaNons
would
you
ask
the
interviewee?
XBOSo=,
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Rights
Reserved.
39
40. Start
With
the
End
in
Mind
COOPERATION
• Flying
solo
can
only
go
so
far
• For
agile,
success
depends
upon
the
degree
of
interdependence
recognized
within
the
team.
• EffecNve
cooperaNve
behaviors
include
– Follow-‐through
– Accuracy
– Timeliness
– CreaNvity
– Spirit
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41. CooperaNve
Behaviors
• Follow-‐through
-‐
"You
can
count
on
it.”
Team
members
must
trust
that
the
job
will
be
done
and
be
aware
that
everything
that
they
do-‐or
don't
do-‐impacts
someone
else.
• Accuracy
–
Accuracy
reflects
personal
pride
in
work
and
commitment
to
uphold
the
standards
of
the
team.
• CreaPvity
-‐
InnovaNon
flourishes
when
individuals
feel
supported
by
colleagues
in
a
cooperaNve
environment
where
members
forgive
mistakes,
respect
individual
differences,
and
shi=
their
thinking
from
a
point
of
view
to
a
viewing
point.
• Timeliness
–
CooperaNve
team
members
respect
the
Nme
of
others
by
arriving
for
meeNngs
on
Nme,
sharing
informaNon
promptly,
communicaNng
succinctly,
and
asking
"Is
this
a
good
Nme?"
before
iniNaNng
interacNons.
• Spirit
–
A
team
is
similar
to
a
family.
You
can't
have
your
way
all
of
the
Nme,
and-‐to
add
value-‐you
must
develop
a
generous
spirit.
XBOSo=,
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All
Rights
Reserved.
41
42. FOR
THE
CHARACTERISTIC
OF
COOPERATION
EXERCISE
–
What
quesNons,
situaNons
would
you
ask
the
interviewee?
XBOSo=,
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Rights
Reserved.
42
43. Start
With
the
End
in
Mind
CONFLICT
Management
• Conflict
or
differences
are
inevitable
in
the
form
of
tension,
hidden
agendas,
and
stubborn
posiNons.
• If
conflicts
are
resolved
and
managed
effecNvely,
the
team
will
be
able
to
maintain
trust
– What
typical
conflicts
do
you
see?
– If
you
were
in
a
situaNon
where
you
and
the
developer/qa
disagreed
about
a
defect,
how
did
you
handle
it?
– If
you
disagreed
with
the
…
,
did
you
voice
your
view?
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43
44. Start
With
the
End
in
Mind
Adaptability
to
Change
• Tom
Peters
-‐
"The
surviving
companies
will,
above
all,
be
flexible
responders
that
create
market
iniNaNves.
This
has
to
happen
through
people.”
• Most
agile
teams
operate
in
a
constantly
changing
environment
• Teams
and
its
members
must
not
only
respond
to
change,
but
someNmes
iniNate
it.
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44
45. Start
With
the
End
in
Mind
CollaboraPon
with
the
big
goal
in
mind
• Team
members
think
about
performance
in
relaNonship
to
the
company,
team
members,
other
teams,
corporate
prioriNes,
customer
needs,
and
quality
measures.
This
awtude
leads
to
behaviors
such
as:
– Volunteer
to
help
without
being
asked
– Cover
for
each
other
in
a
pinch
– Congratulate
each
other
publicly
– Share
resources
– Find
ways
to
celebrate
together
– Have
Nme
before
and
a=er
meeNngs
for
brief
socializaNon
– Schedule
team
lunches
– Create
occasional
team
projects
outside
of
work
– Take
training
together
– Provide
feedback
to
one
another
on
development
and
suggesNons
for
improvement
– Have
monthly
cross-‐departmental
meeNngs,
inviNng
representaNves
to
their
own
team
meeNng
– ”Lend
and
borrow"
during
peak
Nmes,
and
combining
efforts
on
a
corporate
or
community
project.
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45
46. FOR
THE
CHARACTERISTICS
CONFLICT,
ADAPTABILITY
AND
COLLABORATION
EXERCISE
–
What
quesNons,
situaNons
would
you
ask
the
interviewee?
XBOSo=,
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Rights
Reserved.
46
47. Qualities And Characteristics
• What are qualities and characteristics
to look for in your spouse/employee?
• What are qualities and characteristics
to avoid?
• How important are certain traits?
• Let’s build our ‘model’
48. Build
a
People
Quality
Model
Looking at qualifications
Resumes
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48
49. Build
a
People-‐In-‐Use
Model
In use = On the job = Real Situation
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49
50. Keeping
Employees
Quality
in
Use
for
the
Long
Term
• Encourage
employees
to
adapt
– Evaluate
regularly
– Reward
high-‐value
employees
• Engage
And
Empower
Employees
– Give
people
the
opportunity
to
own
what
they
do
– If
not,
you
get
:
‘Check
please’
clock
watchers.
– Open
communicaNon
to
engage
and
empower
employees
Once you have been
able to attract top
talent, how do you
retain it?
XBOSo=,
Inc.
All
Rights
Reserved.
50
51. Take-‐Aways-‐Summary
1. Figure
out
who
you
are
and
what
you
want.
2. Alract
those
people
you
want.
3. Develop
a
quesNon
database
and
exercise
database
to
verify
people
have
the
characterisNcs,
qualiNes,
skills
and
hands-‐on
capabiliNes
you
need.
4. Keep
them,
just
like
keeping
customers,
keeping
employees
is
even
more
important
People
Quality
People
Quality
Quality
in
Use
XBOSo=,
Inc.
All
Rights
Reserved.
51
52. Thanks
QuesNons
and
Answers
Please fill out an evaluation form
and drop it in the collection basket
located at the back of the room.
Philip Lew
@philiplew
philip.lew@xbosoft.com
Some resources: http://www.xbosoft.com/knowledge_center/
www.xbosoft.com
Make sure you’ve done
all you can to get the
right team members just
as you would your
spouseJ