employee live cycle jax 2016
TRANSCRIPT
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Employee Life Cycle
Stephan Schmidtübercto
Recruiting und Moderne Mitarbeiterentwicklung
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Stephan Schmidt@codemonkeyism
Started Programming
Computer Science
University
Demo Scene
Interactiva
PIN
Computer Science &
Philosophy University
Retraining Teacher
Startup
Fraunhofer
Immobilien- Scout24
brands4friends
eBay
eventsofa
übercto
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Flickr Max Braun CC BY SA 2.0
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EmployerBranding
Recruiting
Hiring
Onboarding/Mentoring
HighPerformanceTeams
PeopleDevelopment/CareerPlanning
Promotion
Let Go
Alumni
EmployeeLife Cycle
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Recruiting beginnt weit vor dem Recruiting.
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Recruiting and People Management is an end to end process.
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Recruiting Idee: Wen will ich einstellen?
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8
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Smart,can get stuff done,
you can work with them
Do they know stuff?Are they curious?Do they learn?
Whathavetheygotdoneinthepast?GetsomeCodesamples
Have lunchPlay a game
Taken from Aaron Swartz, Raw Thought, 2009
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Rollen, Aufgaben, Skills, Junior/Senior
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Kann-Alles-Genie
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TTShapedSkills
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ππShapedSkills
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Com
mon
Nov
elU
biqu
ity
Dem
and
Unknown DefinedCertainty
Supply
Commodity
Product
Custom Built
Genesis
Model:SimonWardley
Product Life Cycle
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Com
mon
Nov
elU
biqu
ity
Dem
and
Unknown DefinedCertainty
Supply
Commodity
Product
Custom Built
Genesis
Model:SimonWardley/MarkusAndrezak
How much will it cost?
What will the new product look like?
Which new opportunities should we follow & how do we find them?
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Com
mon
Nov
elU
biqu
ity
Dem
and
Unknown DefinedCertainty
Supply
Commodity
Product
Custom Built
Genesis
Model:SimonWardley/MarkusAndrezak
Town Planners
SettlersPioneers
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Flickr Kenny Louie CC BY 2.0
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Diversity.
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Stellenanzeige
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Jede selbst schreiben
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NEVER cut & paste
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Und Frauen?
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Und Väter?
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Schnell reagieren!
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Stellenanzeigen reichen heute nicht aus.
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Employer Branding.
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Aussieben Aussieben Aussieben
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CVs are fake.
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German universities don’t tell you anything.
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Zeugnisse sind nichts wert.
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30% der Entwickler können nicht programmieren!
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Non Developer, Cargo Cultist, Good Developer and Genius
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Telefoninterview spart viel Zeit.
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Interview
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The goal of the hiring process is to decide if you want to hire someoneor 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.
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Base your Interviewing on Competencies
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Competencies
KNOWLEDGE INTELLECTUAL INTERPERSONAL MOTIVATION• Business Acumen• Functional/Technical
Skills• HiringandStaffing• OrganizationalAgility• ProcessManagement• Managingthrough
Systems• TechnicalLearning
• DealingwithAmbiguity• Creativity• TimelyDecisionMaking• DecisionQuality• Humor• InnovationManagement• IntegrityandTrust• IntellectualHorsepower• LearningontheFly• Listening• Organizing• DealingwithParadox• PersonalLearning• Perspective• Planning• PoliticalSavvy• PrioritySetting• ProblemSolving• SelfKnowledge• StrategicAgility• TimeManagement• ManagingVisionandPurpose• WrittenCommunications
• Approachability• CaringaboutDirectReports• ComfortAroundHigher
Management• CommandSkills• Compassion• Composure• ConflictManagement• ConfrontingDirectreports• Delegation• DevelopingDirectreports• DirectingOthers• ManagingDiversity• EthicsandValues• FairnesstoDirectReports• Informing• InterpersonalSavvy• ManagerialCourage• ManagingandMeasuringWork• MotivatingOthers• Negotiating• Patience• PeerRelationships• PersonalDisclosure• PresentationSkills• SizingUpPeople• StandingAlone• BuildingEffectiveTeams• UnderstandingOthers
• Action Oriented• BossRelationships• CareerAmbition• CustomerFocus• Perseverance• DriveforResults• SelfDevelopment• Work/LiveBalance
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Interview mit Aufgabe
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Interview Competency Funnel ModelTopic 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?“
AccomplishmentLets 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 AppraisalDIRECT„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
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360 Grad Interview.
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Have lunch.
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Tell 90% of the truth ;-)
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Will, Skill, Team Fit.
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SkillsVerhaltenCharakter
Werte
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When in doubt, don‘t hire!
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Gehaltsverhandlung.
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Wikipedia Nick Webb CC BY 2.0
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Make decisions same day.
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Vertrag zuschicken
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Kontakt nicht abreißen lassen.
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Willkommens-Kultur.
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Einarbeitung und Mentoring
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Probezeit ist die letzte Chance.
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Auf die Probe stellen.
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1 Monat, 2 Monat, 3 Monat Check Ups.
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Bestandene Probezeit.
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Flickr Brandon Atkinson CC BY 2.0
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Ende Recruiting
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Wikipedia Bert van Dijk CC BY SA 2.0
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People Development
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EmployerBranding
Recruiting
Hiring
Onboarding/Mentoring
HighPerformanceTeams
PeopleDevelopment/CareerPlanning
Promotion
Let Go
Alumni
EmployeeLife Cycle
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Modernes Organigramm
Management
People that work on product
Commands anddirects
Management
People that work on product
Supports and enables
OldManagement
NewManagement
Customer
Works for Customer
Works for Customer Works for Customer
„Workers“Developers, Marketing,Sales, ….
Supports andenables
Supports andenables
Supports andenables Supports and
enables
Middle Management
Supports andenables
Supports andenables
Executive
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Nicht jeder ist wie du!
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Jeder ist anders motiviert
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Jeder Mitarbeiter ist anders,aber jeder braucht Entwicklung.
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DISC Model – 4 Types of PersonsDominant / Conductor
Influence / Supporter Steadiness / Supporter
Compliance/Analyzer
Basic Priority Power People Slower Pace Procedure
Fear Being taken advantage of
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
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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 development7. 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©2014Gallup, Inc.
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50% der eigenen Zeit in Mitarbeiter investieren!
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1:1 und 1:1 und 1:1
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Once a week
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Jedes 4. 1:1 nur für Entwicklung
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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?
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Johari Window – Self Development
OPEN /
PUBLIC
BLIND
SPOT
FACADE /
PRIVATEUNKNOWN
BLIND
SPOT
FACADE /
PRIVATE
UNKNOWN
Unkown
to Self
Known
to Self
Kn
ow
n
to O
the
rs
Un
kn
ow
n
to O
the
rs
Unkown
to Self
Known
to Self
Kn
ow
n
to O
the
rs
Un
kn
ow
n
to O
the
rs
OPEN /
PUBLIC
ask
feed
back
tell
self disclosure/exposure
shareddiscovery
selfdiscovery
others observation
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Promotions based on development.
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Favor Internal Promotions.
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Tours of Duty.
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Talent Council
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Kündigung!
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Karriere außerhalb der Firma
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Wiedereinstellen.
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Employer Branding.
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EmployerBranding
Recruiting
Hiring
Onboarding/Mentoring
HighPerformanceTeams
PeopleDevelopment/CareerPlanning
Promotion
Let Go
Alumni
EmployeeLife Cycle
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Death To Stockphoto
Q&AJ