It is very easy to give in to the temptation of creating a “shopping list” of skills and then look for the “perfect candidate”. To avoid this common anti-pattern Cliff creates a list of 3 (or so) things that he wants to see in a candidate, but then gets to work. He describes Spotify’s hiring and onboarding process, which will definitely give you some good ideas to put in practice today.
About Cliff Hazel
Cliff Hazel is a coach at Spotify who is trying to learn about how to build effective teams, and how we can create the conditions for them to thrive. His main interests are: Complexity and Systems, Visualisation and Information Radiators, Curiosity and Continuous Learning
You can link with Cliff Hazel on LinkedIn, connect with Cliff Hazel on Twitter and catch him in some conference near you.
When we recruit we normally try to get the “most qualified” people. But what makes someone qualified for a position in a team? Can a lone-ranger super performer really work well in a team? What should we be looking for when we hire a team member? Zuzi suggests a few ideas, and explains why the hard skills are not where your focus should be.
About Zuzi Sochova
Zuzi help companies and individuals to be more successful. She teaches teams and their managers how to be more efficient, how to provide better quality and how to communicate and organize teams so that people have fun, they are motivated and have high commitment. Zuzi helps teams and managers find out how to handle customer relationship to help them improve customer satisfaction.
You can visit Zuzi’s website at: http://sochova.cz/, and link with Zuzi Sochova on LinkedIn, or connect with Zuzi Sochova on twitter, or your favorite conferece.
Recruiting is a critical process for any organization, not the least of which because hiring and wrong person and firing them later can destroy the team. Anton tells the story of a “perfect” hire that turned out to be very destructive for the team. He also asks us to involve the whole team in the process by asking the whole team to interview the person, and if possible, invite the candidate to work one day with the team.
Bosses or leaders? Which type of people do you hire. All people we hire must at some point make a decision, to work for the team or work despite the team. This is the difference between bosses and leaders, and you should consider this when recruiting Scrum Masters.
How you hire affects how people perform, and think of their role in your organization. Antti explains how that phenomenon can influence an organization for the long term, and tells us how important it is to carefully craft your role descriptions to avoid the same problem.
About Antti Tevanlinna
Antti is an agile practitioner, who got started with agile in my own very first Agile project way back in 2004. He’s been through all kinds of roles, from team member, to management, to customer-facing roles.
You can connect with Antti Tevanlinna on twitter, and check Antti Tevanlinna’s blog.
What should we do to help choose the best people for our teams and organizations? Especially if we already believe the recruiting interview is not the best possible, or even most effective method to bring out the best in people. Stephen has a few ideas on how to prepare for the recruiting process, and how to setup a way to watch the candidates in action before finalizing the recruitment process.
About Stephen Thomas
Stephen has been managing digital projects since 2004. Initially specialising in e-learning, he now looks after multiple projects that range from rapidly produced native apps to large-scale social networks. Based in Oxford, he is also one of the founders of the DOPM meetup.
You can connect with Stephen Thomas in LinkedIn, and follow Stephen Thomas on Twitter.
Peter tells us the story of a ScrumMaster that seemed like a good choice but was too shy to help the team grow. He explains how he views the role of the ScrumMaster, and especially what is needed to help them evolve.
About Peter Hilton
Peter is a software developer and technical project manager who has experienced every point on the agility spectrum, in the course of 18 years of development projects. Peter has performed several variations of the Scrum Master role, and learned what the books dont tell you: whats easy and whats hard.
You can reach Peter Hilton on twitter and read his blog at Hilton.org.uk.