How to develop diverse team? v2.0
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This document discusses developing diverse teams through recruitment and daily challenges. It addresses recruiting people with different skills and backgrounds to extend your own abilities. Daily challenges include dealing with lack of chemistry between some members, choosing deputies, and allowing different approaches while emphasizing cooperation. It also discusses reinventing line management by treating people equally, focusing on behaviors over skills, choosing leaders based on needs, and using visualization in assessment. The overall message is that mental diversity is more important than physical diversity, and small, everyday decisions help develop the team.
How to develop diverse team? v2.0
- 1. How to develop diverse team? The retrospective
- 2. The retrospective Intro Most decisions are made intentionally. However, there are moments which provoke thoughts and understanding why.
- 5. Some numbers Intro • Built a QA team for 10 years • From 1 to 70 engineers • Has been building a cross-functional team for a 1.5 year • a team of 50 engineers, including TPMs, BAs, devs, ... • Interesting details • More than 10 years as Manager • 8 locations • Poland, UK, India, Brasil • Built a lot of blended teams with clients • Experience with outsourcing and team scaling (up / down)
- 7. Between sameness and contrariety Recruitment • I need help as the company grows • Several interviews in a short time • Still remember two of them which were totally different
- 8. Do you know yourself? Hire to extendyour skills,challenge ideas and let them drive change.
- 9. Thinkingabout diversityat the beginningnot in the course of the journey.
- 10. Fresh blood Recruitment It is always a challenge for a company which • Has low rotation • Is successful in skilling up interns • Is mature and innovative (process, technology, ...) • ...
- 11. Senior is a game changer who allowsus to make a step forward. It’s goodto gain someone like this once per year.
- 12. The return of prodigal son Recruitment • The loss of good engineers hurts • But what should we do if they want to come back?
- 13. Prodigalsons return having learntsomething which can be beneficialto your organizationandknow how to implement it. And yes, they probably leave you again after a few years.
- 14. Daily challenges Because we develop a teamthrough small,everyday decisions
- 15. When there is no chemistry Daily challenges • Diversity causes lack of chemistry between some team members • Or personal conflicts arise
- 16. Team cooperationisfar more importantthanthe chemistry withyour boss. Beresonable, of course.
- 17. Choose your Deputy Daily challenges • Even a boss needs to go on holiday and log out of the mailbox • Good boss trains his successor • Growing practice requires more and more work • the limit was about 50 engineers
- 18. Head andDeputy shouldhave different drivers, differentvisionand needs. Findwhere 'wants'cover 'don’ts'. Two Zbyszeks aretoo much anddo not work well.
- 19. All roads lead to Rome Daily challenges • The company delivers a lot of projects and recognizes a set of good practices • The Head has a lot of exprience and delivers several successful projects • Each engineer, different experience, a different approach
- 20. Your road is faster justfor you. Work as a consultant,share your experience but at the end allowpeople to choose their solution. Make people responsible for their choices, not yours.
- 21. A startingpointbased ongood practicesand empowerment to change is better than startingfrom scratch. Ask to share the reasons for the change as knowledge sharing practice
- 22. It’s about you not them Daily challenges • Variety of remote teams and reasons: • New office, outsourcing, blended team with client • Scaling possibilities, knowledge, time zones, ... • How to setup cooperation properly? • Routine to solve issues by inviting remote people to our headquarters to work with the core team
- 23. Let your people feel the painof remote teams to encourage to change/ solve the cooperationissue. It’s crucial to build trust.
- 24. The dream job Daily challenges • T-Shape, whole-team approaches • cause more generic/engineering approach from people • And require more flexibility from employees • There are engineers who would like to be narrow specialists
- 25. It’s importanttosay NO ifpeople's visionof them does notmeet the companyneeds / ways of working Evenif it means they leavethe company
- 26. Empathy makes the change Daily challenges • Approach to Accessibility • Pass the client's technical requirement / audit • Does it mean that our solution really helps disabled persons? • Engineers show no clear interest to upskill in this area
- 27. Create a placefor empathy andlet the team decide. Meeting people with disabilities promotes understanding and is like a wind ofchange
- 28. Are we ready for an Asperger person? Daily challenges We had to answer a few questions • Is there a place or enough tasks? • Is our team prepared and ready? • Do we have people with enough empathy?
- 29. It’s a team decisionas they need to face the issue daily,not the manager’s who can only support.
- 30. I do notknowyour expectations.Communicate them. Mymain lessons learnt from the cooperation with an Asperger person
- 31. Do not treat me differently,treat me equallyand give honest feedback even if it is awkward My main lessons learnt from the cooperation with an Asperger person
- 33. Typical Line Management issues Reinvent Line Management • Line Managers rarely work with mentees • Employee assessment based on gathered feedback as they do not work together • Variety of LM who are rather subjective • Head wasn’t able to challenge the assessment • LM is not seen as Leader/Mentor anymore • No continuous contact, small talk, ...
- 34. Career Paths as excell checklist Reinvent Line Management • Switch from skills to behaviours wasn’t enough • Diversity makes the excell rules stop working • A lot of exceptions during the assessment process • Career paths not up to date • Change is constant (company and business) • The yearly objectives as fiction
- 35. Choose your Leader Reinvent Line Management • Encourage to change Line Manager depending on the employee's current needs • We are all engineers – choose a leader that helps you achieve your goals • If a dev wants to be better in testing, let them choose a tester • Back to small talk, daily communication • LM seen as a Leader / Mentor again
- 36. Visualisation is the key Reinvent Line Management
- 37. Assesment rules Reinvent Line Management • All Leaders are involved • Leaders have an impact on everyone during the assessment • challenge the position (positive and negative) • Group of Leaders accept the visualisation as the final result of the assesment process • Leaders share position with their mentees • It’s easy to talk on how to move based on examples
- 38. Summary Mental diverisity is more important than physical diversity
- 39. Thank you