practical approaches to motivating testers · – #4 = recognition (#3 for managers) • just one...
TRANSCRIPT
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Dr. Stuart Reid
T: +44 (0)790 2244 975 E: [email protected]
© Tafline Murnane 2011
Dr. Tafline MurnaneK. J. Ross & Associates6 / 530 Little Collins Street Melbourne VIC 3000 AustraliaM: +61 416 117 931E: [email protected]
© Dr. Stuart Reid & Dr. Tafline Murnane 2015
Practical Approaches to
Motivating Testers
Dr. Stuart Reid & Dr. Tafline MurnaneEuroSTAR 2011, Manchester, UK
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Bonuses don’t work!!!????
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Workshop Overview
• Business’ view
• Two sources of motivation
• What motivates you?
• Tester Motivation Survey
• Motivation models
• Practical strategies
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Business’ View
motivation
employee satisfaction
quality product
quality service
productivity
profitability
…or a mix of these?
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Increasing
employee
satisfaction
by 20%
increases
profitability
by 42%
Financial
Performance
Employee
Satisfaction
1999 Maister Survey, 5,500 respondents
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Two Sources of Motivation
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What motivates you?
• Exercise:
1. What motivates you?
2. What demotivates you?
3. How do you motivate your testers?
Visit
http://www.surveymonkey.com/s/Tester_
Motivation to participate in the full survey
& receive feedback on your motivation!
But, what
about
YOU!
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Discussion - What motivates you?
I want
power
I want
more
money
I want to
contribute
I like to
feel
wanted
I want to
be
promoted
I want to
manage
myself
We are all different or we would all want the same job!
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Top Six Incentives – McKinsey
1. Praise from manager
2. Attention from leaders (1:1)
3. Opportunities to lead
4. Performance-related bonuses
5. Increased salary
6. Stock (+options)
2009 McKinsey Global Survey, 1047 respondents
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Investigation Approach
• Questionnaire
– Paper-based
– SurveyMonkey
• 40 Questions
– Demographic
– Motivation-related (Likert-scale)
– Open-ended
• Responses from around the world (around 450)
• Analysed qualitative & quantitative data
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Respondents by Region
Europe, 34.9%
North America,
2.2%
Asia, 4.6%
Australasia, 56.3%
Other, 2.0%
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Industry Sector
Finance, Insurance
Government
Services
IT
Retail, Wholesale
Media
Construction
Communications
Internet
Health Care
Non-profit
Transportation
Utilities
Manufacturing
Other (please specify)
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Testing Roles
Developer/Tester
Test Automator
Performance Tester
Other
Head of Testing
Test Consultant
Test Lead
Test Analyst
Test Manager
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Life Cycles
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0%
10%
20%
30%
40%
50%
60%
strongly disagree
disagree neither agree nor disagree
agree strongly agree
Perceived Motivation
“I am highly motivated to do my
job in testing”
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Motivation vs. Life Cycle
0%
10%
20%
30%
40%
50%
60%
Strongly agree
AgreeNeitherDisagreeStrongly Disagree
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Education (highest achieved)
School Diploma Bachelors
DegreeMasters Degree
PhD
15%
45%
28%
3%
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Certification
0 50 100 150 200
None
ISTQB Foundation
ISTQB Advanced
CSTP
Other
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Salary
Less than €10,000
€10,00 to €20,000
€20,000 to
€35,000
€35,000 to
€50,000
€50,000 to
€75,000
€75,000 to
€100,000
More than
€100,000
1%4%
12%15%
23%
14%
11%
Only a very slight correlation between salary & motivation
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Motivation Models
• Reinforcement (carrot & stick)
• Motivating Potential Score
• Equity Theory
• MAP
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…or Sticks?
Carrots?
Reinforcement Theory
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Reinforcement Theory
Positive(carrot)
Remove Unpleasant State
Punishment (stick)
Works better than…
Works better than…
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Reinforcement Theory
• Punishment is a poor managerial tool
– Creates hostility & retaliation
– Reduces morale & job satisfaction
• Positive reinforcement
– Encourages more positive behaviour
– Only works while reinforcement continues
But... how do we get good behaviour to
reinforce in the first place?
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Performance Related Pay (PRP)
• PRP can be applied to:
– Organization
– Team
– Individual
• Short-termed motivator
• De-motivating for cognitive tasks!
• Alters behaviour, not attitude or
commitment
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Reinforcement Survey Results
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Carrots
• 16% overall thought money (12% salary +
4% bonuses) was a prime motivator
...BUT – only 4% of managers believed
money to be a primary approach to
motivating their testers
• 6% thought (low) salary was demotivating
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Is good management important?
#1 Demotivator
#10 Motivator
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Motivation Models
• Reinforcement (carrot & stick)
• Motivating Potential Score
• Equity Theory
• MAP
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• Skill Variety (V)– range of different skills used
• Task Identity (I)– degree of completing a whole job
• Task Significance (S)– importance of the job
• Autonomy (A)– level of control of your own time
• Feedback (F)– degree of supervisory & results-based feedback
• MPS =
FASIV
**3
MPS from Hackman & Oldham, 1975.
Motivating Potential Score
Assign a score
of 1 to 7 to each
attribute...
...and then
calculate your
MPS
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Exercise Outcome…
• What was your Motivating Potential Score?
• What is your lowest score?
• What changes can you make to increase your score?
• Skill Variety (V)– range of different skills used
• Task Identity (I)– degree of completing a whole job
• Task Significance (S)– importance of the job
• Autonomy (A)– level of control of your own time
• Feedback (F)– degree of supervisory & results-
based feedback
• MPS =
FASIV
**3
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MPS Survey Results
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Motivating Potential Score
Head of Testing
Test Manager Test Consultant
Performance Tester
Test Automator
Test Lead Test Analyst Developer / Tester
146
117 116105 103 101
9384
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Motivation Factors vs. Perceived Motivation
Feedback
Skill Variety
Autonomy
Task Significance
Task Identity
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Motivation Models
• Reinforcement (carrot & stick)
• Motivating Potential Score
• Equity Theory
• MAP
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Exercise
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Equity Theory
• Workers expect fairness!
– If perceived effort = perceived reward
then productivity increases
– Workers want to believe that all
staff are treated fairly
• Workers will try to ‘fix’
inequitable treatment
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Equity Theory Survey Results
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Inequity Results
• Just 5% of respondents felt that inequity such as
unfair promotions & other staff underperforming
demotivated them
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Motivation Models
• Reinforcement (carrot & stick)
• Motivating Potential Score
• Equity Theory
• MAP
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Pink’s MAP
• Daniel Pink’s Motivation 3.0
Mastery
PurposeAutonomy
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Capability
Level of
Challenge
Mastery
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The ‘Spark’
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Autonomy
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Autonomy
Being able to decide when, how and who you do your job with
We deliver in 24 hours!
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Purpose
• A cause larger than yourself
– and your organization!
• Not wholly focussed on profit
• Goals
– Working in a great team
– Giving something back to society
• Words
– Is your organization a ‘they’ or ‘we’?
• Policies
– Employees choose where to ‘give’
– 20% time – but for the community
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MAP Survey Results
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MAP Factors vs. Perceived Motivation
Mastery
Autonomy
Purpose
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Motivation Factors vs. Perceived Motivation
Feedback
Mastery
Skill Variety
Autonomy
Task Significance
Purpose
Task Identity
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Practical Strategies for Managers?
• Flow test
• Performance review
– Including regular self-appraisals against goals
• Tailored challenges
• Deliberate practice
• Regular critical feedback
• Work on weaknesses
• Try innovation time (even if only 10%)
• Encourage peer-to-peer rewards
• Autonomy audit
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Evidence-Based Motivation
• Motivators
– #1 = Feedback (#1 for managers too)
– #2 = Team bonding (#2 for managers)
– #3 = Challenge (#11 for managers!)
– #4 = Recognition (#3 for managers)
• Just one manager (out of 85) considered
Exploratory Testing to be a motivator
(...and none of the testers did, even though 113
of them considered it as one of their roles)
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Purpose
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Purpose
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What’s your sentence?
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Dr. Stuart ReidT: +44 (0)790 2244 975 E: [email protected]
Dr. Tafline MurnaneK. J. Ross & AssociatesM: +61 416 117 931E: [email protected]
Thank you for listening!To participate in our survey on tester motivation visit:
http://www.surveymonkey.com/s/Tester_Motivation