Effective team onboarding
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This document discusses effective onboarding processes at the individual, team, and organizational levels. It emphasizes the importance of onboarding new hires quickly so they can start contributing value. At the individual level, it focuses on setting up a new hire's environment and helping them understand the technical stack and business context. For teams, it discusses metrics like velocity and cycle time, as well as pairing new hires with existing members. Organizations are advised to allow time for experimentation, share best practices between teams, and avoid one-size-fits-all approaches to onboarding.
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Effective team onboarding
- 1. EFFECTIVE TEAM ONBOARDING Madrid June 2018 María Gómez @mariascandella Jorge Agudo @joragupra
- 2. ©ThoughtWorks 2018 Commercial in Confidence Why is onboarding important? 2
- 3. ©ThoughtWorks 2018 Commercial in Confidence Three dimensional onboarding process: Goals 3 Being able to effectively contribute to the team fast. Achieve a frictionless and scalable process. Reach business as usual performing mode as soon as possible. INDIVIDUAL TEAM ORGANISATION
- 4. 4
- 5. As an Individual I want to have enough context So that I can contribute to the team 5
- 6. ©ThoughtWorks 2018 Commercial in Confidence “How long is the time gap between starting on the project, and making my first meaningful commit to the code base? [..] the shorter that time gap, the happier I’ve been over the long term as a developer on that project.” Vishal Bardoloi https://bit.ly/2HixcfS Time to first commit 6
- 7. ©ThoughtWorks 2018 Commercial in Confidence Time to first commit 7 Environment setup Understand Tech Stack Access to tools Understand my strengths and gaps Understand Business Context
- 8. As a Team I want to onboard in an effective way So that I can continue providing value with the least disruption 8
- 9. ©ThoughtWorks 2018 Commercial in Confidence Team metrics 9 VELOCITY Completed stories per iteration Work per time CYCLE TIME Amount of time passed working on a story Time per work
- 10. ©ThoughtWorks 2018 Commercial in Confidence Onboarding plan ● Start lean ● Get everyone involved ● Get feedback ● Iterate 10 "Plans are useless but planning is indispensable"
- 11. ©ThoughtWorks 2018 Commercial in Confidence Pairing 11 SHARE KNOWLEDGE Context Business Tech stack COMMUNICATE Getting to know better Understand how teammates work
- 12. ©ThoughtWorks 2018 Commercial in Confidence Architecture Decision Records ● Document design decisions ● Provide context ● Explain rationale ● Describe implications * Lightweight Architecture Decision Records have been in the Tech Radar since Nov 2017 “Today's problems come from yesterday's solutions.” 12
- 13. ©ThoughtWorks 2018 Commercial in Confidence “The C4 model is a way to help software development teams describe and communicate software architecture” Simon Brown https://c4model.com/ 13
- 14. ©ThoughtWorks 2018 Commercial in Confidence Psychological Safety 14 Can we take risks in this team without feeling insecure or embarrassed?
- 15. serendipity /ˌsɛr(ə)nˈdɪpɪti/ noun 1. the occurrence and development of events by chance in a happy or beneficial way. 2. "a fortunate stroke of serendipity" 15
- 16. As an Organisation I want to empower teams So that we can learn and define best practices to have a scalable process 16
- 17. ©ThoughtWorks 2018 Commercial in Confidence 17 SUPPORT Allow time and resources for teams to improve their onboarding processes Mix up your images to match your content. Mix up your images to match your content. RETROS Mix teams to share their experiences CONNECT Identify processes which work
- 18. The Enterprise onboarding plan Don't try to build the greatest company onboarding plan Don't push your plan top-down 18
Notas del editor
- Onboarding es un proceso que ayuda a los nuevos miembros del equipo a ajustarse al mismo, de manera que se puedan convertir en productivos rápidamente Por qué es importante? Un proceso de onboarding pobre puede resultar en frustación para la persona nueva Toda incorporación impacta en la productividad del equipo y por ultimo, la industria tecnológica actual está como sabemos creciendo bastante, nuevos productos salen al Mercado, nuevas funcionalidades y todo esto se consigue a través del crecimiento de los equipos, con lo que tener un proceso claro y satisfactorio para todas las partes es primordial
- Te ayudan a medir el progreso y el éxito/fracaso de una iniciativa
- Do your own homework: Get as much information as you can about the new team member Focus on strengths and how they can start contributing to the team fast Meet with them before they join Give them some food for thought beforehand Successful teams have a clear vision Start the onboarding process communicating the team mission and vision
- Some benefits of pair programming: Two heads are better than one More efficient Fewer coding mistakes Moral support - Easier to keep going Harder to procrastinate Fewer interruptions - People more reluctant to interrupt a pair than a solo developer … But more importantly, it is an excellent way to share knowledge. Exactly what we want to do when we are onboarding people!
- An architecture decision record is a short text file in a format similar to an Alexandrian pattern that describes a set of forces and a single decision in response to those forces. They provide: Design decision Context Rationale Implications
- An architecture decision record is a short text file in a format similar to an Alexandrian pattern that describes a set of forces and a single decision in response to those forces. They provide: Design decision Context Rationale Implications
- Google Spent 2 Years Studying 180 Teams. The Most Successful Ones Shared These 5 Traits: Dependability Structure and clarity Meaning Impact Psychological safety (the most important one by far) Team members feel safe to take risks and be vulnerable in front of each other. How to foster Psychological Safety on your teams Be present and focus on the conversation (e.g., close your laptop during meetings) Ask questions with the intention of learning from your teammates Offer input, be interactive, and show you’re listening Avoid placing blame (“Why did you do this?”) and focus on solutions (“How can we work toward making sure this goes more smoothly next time?”, “What can we do together to make a game plan for next time?”) Nod your head to demonstrate understanding during conversations/meetings Share information about your personal work style and preferences, encourage teammates to do the same Be available and approachable to teammates (e.g., make time for ad hoc 1:1 conversations, feedback sessions, career coaching) Step in if team members talk negatively about another team member Don’t interrupt or allow interruptions (e.g., step in when someone is interrupted and ensure his/her idea is heard) Manage team discussions (e.g., don't allow side conversations in team meetings, make sure conflict isn’t personal) To measure psychological safety, count the number of times the new team member speaks at meetings.
- Use the person being onboarded to tackle some tech debt, or to question past decisions. Conditions: Team needs to be comfortable feeling vulnerable Create a safe space for the new comer to question Create the opportunity: intentional pairing on a complex part of the code, reviewing the ADR, etc Be realistic and careful about expectations (don’t try to change everything)