How to develop diverse team?
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The document discusses strategies for building diverse teams and managing them effectively. Key points include the importance of intentional recruitment, daily decision-making, and creating an inclusive environment that values diverse perspectives. Challenges such as team chemistry, manager-mentee relationships, and the evolving nature of career paths are also highlighted.
How to develop diverse team?
- 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. Thank you