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Successfully Hire, Mentor, Retain, and Lead Design Teams

Bermon Painter
September 09, 2019

Successfully Hire, Mentor, Retain, and Lead Design Teams

Overview:
Finding highly-qualified professionals and then managing them successfully is one of the most difficult tasks leaders face. Just a small number of poor performers can bring down a team and impact delivering a great product. On top of poor hiring practices, when leaders fail to inspire, enable and provide an environment where their team can collaborate and thrive, they will consistently produce mediocre results.

In this session you’ll discover:
• how to successfully research potential candidates;
• writing effective job descriptions;
• recruiting, interviewing, and hiring techniques;
• keeping recruits interested, growing, and contributing back to the team;
• activities to help you be more effective and productive leader: effective 1:1’s, candid coaching & feedback, & how to parting ways with poor performers

Bermon Painter

September 09, 2019
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  1. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    WORKSHOP:
    SUCCESSFULLY HIRE,
    MENTOR, RETAIN AND
    LEAD DESIGN TEAMS
    UX INDIA – HYDERABAD
    WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA

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  2. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Agenda
    Writing Effective Job Descriptions
    Sourcing Candidates
    Interviewing Techniques
    Closing the Candidate
    MORNING
    Effective 1:1’s
    Candid Feedback & Coaching
    Parting with Poor Performers
    AFTERNOON

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  3. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    RECRUITING THE BEST

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  4. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Recruiting Process
    DEFINE THE JOB SOURCE INTERVIEW ASSESS DECISION OFFER
    To find and hire the best people, you have to have a well designed an intentional approach that
    clearly defines the opportunities present that will attract and close the best people, not merely
    an approach to fill jobs based on a checklist of often irrelevant and unattractive criteria.

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  5. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Understanding Top Performers
    Looking for bigger, better jobs with more opportunities
    They’ll use more variables when making their decision to accept or decline an offer
    The won’t apply to standard job descriptions
    They may not always have the exact set of skills, experience, or education
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  6. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    WRITING EFFECTIVE
    JOB DESCRIPTIONS

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  7. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Effective Job Descriptions
    Job descriptions should accurately reflect the role the candidate will perform after they are hired
    and clearly define the opportunities they will have while differentiate you from your competitors.
    Don’t publish boring ads that only emphasize skills and qualifications.

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  8. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Writing Performance Profiles
    • Define 4-6 major objectives a candidate taking the role needs to be able to do.
    • Develop 2-3 sub-objectives to support each major objective
    • Review each objective you’ve defined and convert them from "having" to doing”.
    Convert each major technical skill in to a specific objectives and how they are used on
    the job.
    • Define the necessary team skills by converting the most important performance
    objectives around how a candidate will work on projects and with other team members.
    • Define management and organization objectives along with the organizational
    competencies that the candidate should be able to do in relation to the objectives.
    • Address both short and long term tactical, technical, management or team needs.
    • Select the 6-8 most important objectives and sort them in priority order to create a
    performance profile.
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  9. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Example – UX Architect
    Summary
    The UX architect is a member of the experience design practice and is responsible for the strategy, structure, and delivery of enterprise-level user
    experiences. This will typically consist of working with clients and stakeholders along with designers and developers to craft usable, useful and
    valuable user interfaces.
    Performance Objectives
    1. Champion user centered design with clients. Help push the limits of our UX capabilities by building strong relationships with clients in
    order to get the work we want and help clients achieve business goals
    2. Engage in client facilitation and training. Participate and lead tough client pitches and projects. Not afraid to engage in conflict and tough
    conversations as we mentor clients through correct user experience principles.
    3. Grow business offering and capability. The experience design practice is new for and ripe for growth and opportunity. Help sell
    and grow user experience as a capability within through workshops and training.
    4. Collaborate with cross-functional teams on projects. Develop and maintain a product design road-map and strategy for clients. Create
    personas, wireframes, workflow diagrams, and user stories for new and existing features. Lead usability studies and quickly iterate over
    wireframes and interactions as needed.
    5. Create and document design standards. Coordinate with other design leads to create and document consistent user experience standards
    and best practices for design thinking and product development.
    6. Improve integration between experience design, project services and application development practices within an Agile
    methodology. Help improve process guidelines along with user experience designers, developers, business analysis and project managers in
    order to increase communication across disciplines, better support the business needs of the stakeholders, and improve how the disciplines
    should work together within an Agile methodology

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  10. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Takeaways
    • The job description can often be the first touchpoint a candidate has with your team
    • Create performance profiles that describe the job, not the person taking the job
    • Clearly define any realistic opportunities that would be attractive to top candidates
    • Ensure that all involved in the recruiting process understand the “real” job
    • Understand that the best candidates are looking for work based on what opportunities
    are available that allow them to grow, not a list of skills
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    5

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  11. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    SOURCING
    CANDIDATES

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  12. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Common Challenges
    Poorly designed career website and hard-to-find job openings
    Boring job descriptions
    Cumbersome application process
    Lazy or lackluster hiring managers
    The wrong perspective
    Thinking recruiting is selling
    1
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    3
    4
    5
    6

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  13. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Takeaways
    Increase your brand recognition by being involved in the community
    Speak or send your team out to speak at meetups and other events
    Network continually
    Be patient
    1
    2
    3
    4

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  14. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    INTERVIEWING
    TECHNIQUES

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  15. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    LEVEL 3 LEVEL 4 LEVEL 5
    LEVEL 1 LEVEL 2

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  16. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    The Purposes of an Interview
    Collect evidence that the candidate is both competent and motivated to meet the
    expectations outlined in the job description
    Asses the competency of the candidate and create opportunity for the role at the same
    time.
    Leave candidates with the feeling like their knowledge and abilities have been challenged,
    they've been assessed properly, and know that the firm offers a true career opportunity.
    1
    2
    3

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  17. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    The Best Interview Question
    Out of everything you’ve accomplished in your career, what
    stands out as most significant? Now tell me about it?

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  18. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Performance-based Approach
    Step 1 - Determine the candidates motivation
    Overview:

    Find out what's already been covered in previous conversations.
    This will help focus your questions and fact finding efforts. You're
    attempting to determine if the person wants this job ans assess
    the source of their motivation to work with EY.
    Questions:
    Thanks for coming today. Based on your discussions with EY so
    far, give me a quick overview of your thoughts about the job?
    • What are you looking for in a new job?
    • Why is having ________________ important to you?
    • Why do you think this job meets that criteria?
    Step 2 - Review the candidates work history and
    background
    Overview:
    Review at a minimum, the last 3-4 positions the candidate has
    had. Discuss at a high level to develop a detailed structure
    behind their experience and accomplishments. You're looking to
    better understand the type of work they performed, where they
    sat in the organization, why they left previous jobs, and explain
    any gaps in employment. You'll ask them to list, but not provide
    detail, around any big projects. You'll talk about those in the next
    step. You only want a high-level overview for this step.
    Questions:
    • Please tell me about your most recent job
    • What was your position?
    • What were your responsibilities?
    • Did you receive any recognition for the work you did?
    • Tell me about your education and any advanced training
    you've received?
    Hire With Your Head – Lou Adler

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  19. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Performance-based Approach
    Step 3 - Assess 3-4 major individual
    accomplishments
    Overview:
    Based on what you’ve discussed in step 2 where you’ve reviewed
    the work history select some of the highlights that best meet
    your needs to help you gather detailed evidence of the
    candidates performance.
    Questions:
    • Tell us about a major project or accomplishment that you're
    proud of.
    • Project Overview
    • What was the purpose of the project?
    • What objectives were expected?
    • What was the environment like? (team size, pace of
    the project)
    • Individual Responsibilities
    • Outline the team structure and where you plugged in.
    • How did you go about planning the activities related
    to your role?
    • What were the expectations the team had around
    your responsibilities?
    • Showing Initiative
    • Provide us with 2-3 examples where to took initiative
    to change or improve something on the project.
    • Where did you push the envelope?
    Hire With Your Head – Lou Adler

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  20. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Performance-based Approach
    Step 4 - Assess Major Team Accomplishments
    Overview:
    Spend a great deal of time better understanding their team
    accomplishments, using specific team fact-finding follow-up
    questions. Observe trendline changes. Make note of the types of
    people on the team, variety of functions they’ve worked with,
    and how influential the person was changing the direction of the
    team.
    It may be helpful to have the candidate illustrate an org chart.
    Questions:
    • What was your role on the team?
    • What was the goal and did you and your team achieve results?
    • How did you improve and learn?
    • Influence
    • Who was the toughest person to influence?
    • How did you influence results?
    • What were examples where somebody on the team
    influenced you?
    • Mentorship
    • Did you mentor anyone on this project?
    • Give me three examples of coaching others?
    • Did anyone mentor you?
    • Challenges & Conflict
    • What were the biggest team problems?
    • Who was your best and worst supervisor? Why?
    • What did you do when someone missed a deadline?
    • Examples
    • What would you do if _______________?
    • How would you make this tradeoff?
    • How would you make this business case?
    Hire With Your Head – Lou Adler

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  21. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Performance-based Approach
    Step 5 - Determine interest & recruit
    Overview:
    Don’t end the interview on a neutral note. Done properly, the
    close can be a useful way to begin the recruiting process without
    overselling.
    State that you’ve spoken with other strong candidates. If
    applicable that you’re impressed with some of the work they’ve
    done.
    Potential statement to wrap up the interview:
    “Although we’re seeing some other fine candidates, I personally
    think you have a very strong background. We’ll get back to you in
    a few days, but what are your thoughts now about this position?”
    Questions:
    • What are your thoughts about this job?
    • Is this something you’d like to consider further? Why? Why not?
    • Are there other jobs you’re considering?
    • Compared to the other jobs, how interested are you in this one
    between 1-10? Why?
    • If they rated interest below a 7, ask what would it take to get to
    an 8-9? What do you like/dislike?
    Other talking points to consider:
    • Describe any concerns to create a gap
    • Mention other strong contenders
    • Discuss compensation needs and their availability
    • Review next steps
    Hire With Your Head – Lou Adler

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  22. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Assessing the Candidate
    Area Level 1 Level 2 Level 3 Level 4 Level 5
    2 Technical Skills
    • Can't do the work.
    • Doesn't meet minimal standards.
    • Doesn't learn.
    • Can do the work but needs additional training and
    supervision.
    • Struggles to learn.
    • Can perform required tasks.
    • Requires minimum supervision.
    • Can learn anything.
    • Does more than required, does it better and faster
    than the average person.
    • Self managed.
    • Trains others. Learns fast.
    • Sets the standards.
    • Leader in the field.
    • Motivates and leads others.
    2
    Motivated to do
    the Work
    • Passive.
    • Doesn't want to do the work.
    • No interest in the position.
    • Will do the work if urged or pushed.
    • Avoids issues, reactive.
    • Isn't improving.
    • Self-motivated to do the work with normal
    supervision.
    • Proactively handles issues.
    • Takes the initiative to do more, faster & better.
    • Looks for problems to solves.
    • Self-improves skills.
    • Totally committed to do what it takes to get the work
    done.
    • Wants to excel.
    • Constant self-improvement.
    3 Team Skills
    • Uncooporative & negative.
    • Hires problems.
    • Causes conflict.
    • Will cooporate if asked.
    • Needs urging to be involved with others.
    • Avoids problems.
    • Can't handle conflict.
    • Fully cooperated with others witout being urged.
    • Openly addresses problems.
    • Accepts conflict.
    • Pushes viewpoint.
    • Takes initiative to help others.
    • Antitipates problems.
    • Persuassive & motivates others.
    • Handles conflict well.
    • Takes the lead.
    • Persuades, inspires, motivates, and coaches.
    • Minimizes conflict.
    • Diplomatic.
    • Proactively developers others.
    • Asked to lead.
    4 Problem Solving
    • Didn't understand any key issues or develop any
    solutoons.
    • Doesn't know how to start or collect information.
    • Understood most issues and developed average
    solutions.
    • Needs support to correctly solve problems.
    • Inconsistent approach to problem solving.
    • Clearly understood all key issues and developed
    reasonable solutions.
    • Logical approach.
    • Will involve others.
    • Quickly understood all key issues.
    • Works with others to develop multiple solutions.
    • See's secondary solutions and their impact.
    • Seeks out better solutions.
    • Understood all issues.
    • Developed great solutions with new isnights.
    • Sees cause and effect.
    5
    Achieves
    Comparable
    Results
    • Experience and accomplishments are a
    complete mismatch.
    • Has some comparable accomplishments.
    • Requires extra training and support.
    • Accomplishments are comparable.
    • Has handled similar projects with solid and
    comparable results.
    • Has achieved better results handling similar projects
    in a similar environment.
    • Has achieved exceltional results in scope, span,
    size, scale, complexity, and culture match.
    5
    Planning &
    Execution
    • Unorganized & weak planner.
    • Very reactive.
    • Wastes losts of time.
    • Misses most issues.
    • Average organization skills.
    • Knows how to plan but needs help & has to be
    pushed.
    • Reactive.
    • Solid planner and organizer.
    • Han handle all job needs.
    • Anticipates issues.
    • Efficient and considers key issues.
    • Gets work done.
    • Efficient planning, organizing, and execution.
    • Anticipates and minimizes problems.
    • Overcomes challenges.
    • Coordinates and handles complex challenges
    smoothly.
    • Anticipates everything.
    • Sees the big picture and all issues.
    7
    Environment &
    Culture Fit
    • Complete mismatch on culture and/or
    environment.
    • Has been the cause of problems.
    • Reasonable match but not perfect.
    • Needs polishing.
    • Limited track record.
    • Very close match on culture and environment.

    • Track redord indicates an excellent match on culture
    and environment.
    • Thrives in this type of environment and culture.
    • History shows a smooth transition.
    8
    Trend of Growth
    Over Time
    • No personal or business growth noted.
    • Makes excuses and blames others.
    • Job trend is up and down.
    • Some professional & personal growth.
    • Capable, but needs to be pushed to grow.
    • Job trend is flat.
    • Consistent growth pattern.
    • Takes initiative to improve self.
    • Job trend is slightly up.
    • Consistently growing.
    • Takes pride in personal development and pushes to
    excel.
    • Strong upward job trend.
    • Great growth trend supported by results.
    • Goes the extra mile for personal development.
    • Great upward job trend.
    9
    Character &
    Values
    • Questionable character.
    • Doesn't align with team or compan values.
    • Reasonable character.
    • Job somewhat fits values and needs.
    • Solid character.
    • Job is a strong fit with values & motivations.
    • Highly principled character.
    • Job clearly meets values & motivations.
    • Influences others character.
    • Strongly committed person of great character.
    • Role model.
    • Impacts group.
    • Sets standards of behavior.
    10 Overall Potential • The role is over their head.
    • Multiple problems that are not correctable.
    • Can handle the role but will require extra training,
    support, and supervision.
    • Can handle all critical aspects of the role and meets
    most current needs.
    • Has the potential to grow quickly.
    • Can handle all parts of the role and will make a quick
    impact.
    • Will provide a near-term upside.
    • Will make quick impact.
    • Shows great potential for promotion.
    • Potential leader.
    Hire With Your Head – Lou Adler

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  23. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Takeaways
    • Don’t ask clever interview questions
    • Hire candidates that are both competent and motivated to do the work
    • Keep your unconscious biases in check
    • Remain objective throughout the interview process
    • Collect information across multiple factors
    • Use an evidenced based approach
    • Turn generalities into specifics by getting examples of everything
    1
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    4
    5
    6
    7

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  24. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    CLOSING
    THE CANDIDATE

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  25. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    When to talk money
    DEFINE THE JOB SOURCE INTERVIEW ASSESS DECISION OFFER
    $ $ $ $ $

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  26. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Primary Close
    Assuming we can make an attractive offer, how does the
    job and challenge appeal to you?

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  27. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Primary Close
    We’re thinking of putting an offer together for you, but we’d
    like to know your thoughts now about the job, What do you
    think if we could put a package together in the range of
    $____ to $_____?

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  28. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Primary Close
    As part of a final offer, we’re considering a ___________ that
    consists of ___________. Is this consistent with your
    expectations?

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  29. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Secondary Close
    Since it seems like we’re in agreement on all of the terms,
    when do you think you could start if we could formalize this
    package in the next few days?
    If we could put this offer in writing today or tomorrow,
    when would you be in a position to give us a formal
    acceptance?

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  30. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Secondary Close
    I’m concerned that you’re now hesitant to move forward. I
    thought we had already agreed to all of the points in the
    offer. Has something happened to change your mind?

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  31. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Practice
    1. Assuming we can make an attractive offer, how does the job and
    challenge appeal to you
    2. We’re thinking of putting an offer together for you, but we’d like to
    know your thoughts now about the job, What do you think if we could
    put a package together in the range of $____ to $_____?
    3. As part of a final offer, we’re considering a ___________ that consists of
    ___________. Is this consistent with your expectations?
    4. Since it seems like we’re in agreement on all of the terms, when do
    you think you could start if we could formalize this package in the
    next few days?

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  32. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Cardinal Rules when Making Offers
    Never make an offer before it’s accepted.
    Provide a compelling vision that overwhelms the past
    1
    2

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  33. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Key to getting an offer accepted
    Create a compelling opportunity, present it early and often,
    and make the candidate earn the right to have it.

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  34. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Final Recruiting Takeaways
    Write compelling job descriptions that describe real job needs, not ads that emphasize
    skills and qualifications.
    Design every aspect of sourcing to attract top people (whether active or passive)
    Organize the interview to assess competency and create opportunity at the same time
    Make recruiting, negotiating offers, and closing a natural, integrated part of each step in
    the hiring process
    1
    2
    3
    4

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  35. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    LUNCH BREAK
    BE BACK AT 2:30PM

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  36. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Agenda
    Writing Effective Job Descriptions
    Sourcing Candidates
    Interviewing Techniques
    Closing the Candidate
    MORNING
    Effective 1:1’s
    Candid Feedback & Coaching
    Parting with Poor Performers
    AFTERNOON

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  37. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    EFFECTIVE 1:1’s

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  38. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    1:1 Approach
    30 minutes each week
    Same time each week
    Listen more than you speak
    Encourage a mentor/mentee mindset
    1
    2
    3
    4

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  39. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    1:1 Format
    ~10 minutes for your direct report
    ~10 minutes for the future (goal progress / objectives + key results format)
    ~10 minutes for any updates from you (follow-up items, feedback or coaching)
    1
    2
    3

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  40. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    OKR Example
    Objective #1
    • Key Result #1
    • Key Result #2
    Objective #2
    • Key Result #1
    • Key Result #2
    Objective #3
    • Key Result #1

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  41. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    FEEDBACK &
    COACHING

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  42. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Two Types
    Performance
    Professional Development
    1
    2

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  43. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Development: Start the conversation
    Don’t waste time with small talk. “What’s on your mind?”
    Focus on projects, people and behavioral patterns (good and bad)
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  44. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Development: Prompt for more
    And what else?
    And what else could you do?
    And what else is a challenge here for you?
    And what else might be possible?
    What’s the real problem here for you?

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  45. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Development Takeaways
    Start the conversation
    What’s going on? / What’s on your mind?
    Prompt for more details
    And what else (is on your mind)? Or And what else could you do?
    Encourage focus
    What’s the real challenge here for you? Or If you had to pick one of these to focus on,
    which one would be the real challenge here for you?
    Determine plan of action
    What do you want? Or How can I help? / What do you want from me?
    Move on
    Is there anything else?
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  46. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Performance: The Coaching Pattern
    When you do __________________ (your action/habit)
    _________________ happens _______________ (the trigger)
    What could you do instead?
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  47. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Practice: Your team member is
    constantly not communicating late
    deliveries
    When you do __________________ (your action/habit)
    _________________ happens _______________ (the trigger)
    What could you do instead?
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    What’s on your mind?
    or Is now a bad time to talk?

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  48. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    PARTING WITH POOR
    PERFORMERS

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  49. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Approach
    Leverage the coaching model. Be frank and clear in the behavior issue.
    Outline what’s working/not working and provide enough time to self-correct
    If behavior persists, create a corrective action plan and inform HR.
    Outline what’s working/not working and provide enough time to self-correct
    Terminate
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  50. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Termination Guidelines
    Be absolutely clear and concise. Don’t sugarcoat. “You’re fired.” Or “Today is your last day"
    Outline the terms of the termination
    Detail why they are being terminated (leverage the corrective action)
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  51. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Resources

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  52. WORKSHOP: SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD DESIGN TEAMS
    @BERMONPAINTER / #UXINDIA
    Let’s Chat
    Open Office Hours
    Friday afternoons: 17:00-19:00
    https://calendly.com/bermon-painter
    Twitter/Linkedin
    @bermonpainter

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