Successfully Hire, Mentor, Retain, and Lead Teams

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 sessions 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;

• leadership techniques to help you be more effective

This session isn’t just for managers. If you’ve been struggling to write an effective resume, can’t seem to land the job you want, you’re just curious what hiring managers are looking for, then you’ll find this discussion helpful. The sessions is ideal for:

• human resources

• recruiters

• new managers

• existing managers

• team leads

Transcript

1. @bermonpainter SUCCESSFULLY HIRE, MENTOR, RETAIN, AND LEAD TEAMS
2. 1 2 3 4 5 SUCCESSFULLY HIRE, MENTOR, RETAIN, AND LEAD UX TEAMS HIRING MENTORING RETENTION LEADERSHIP Q&A AGENDA
3. FINDING CANDIDATES, EFFECTIVE JOB DESCRIPTIONS, INTERVIEWING, EXTENDING OFFERS, ON-BOARDING HIRING
4. HIRING FINDING CANDIDATES COMMUNITY RELATIONSHIPS PATIENCE
5. HIRING EFFECTIVE JOB DESCRIPTIONS
6. HIRING EFFECTIVE JOB DESCRIPTIONS PHYSICAL WORKING CONDITIONS • Frequently uses PC and/or computer terminal • May work long, irregular hours • Sits for long periods • May operate office equipment • Moves throughout the department/facility
7. HIRING PERFORMANCE OBJECTIVES 1. Coordinate the efforts to create front-end documentation and pattern libraries. This requires coordinating with both experience design and development to outline existing vs. new design patterns, any inconsistencies that may exist, and offer recommendations and best practices on how final design patterns should be translated to HTML, CSS, and JavaScript. 2. Analyze existing front-end architectures. Conduct a detailed review of clients’ front- end architecture in order to identify key bottlenecks that reduce performance and maintainability. Develop a plan to improve speed, optimize and modularize the front-end. 3. Create modular front-end architectures. Coordinate with experience designers to write custom HTML, CSS, and JavaScript modules that function across modern browsers and IE9+. 4. Coordinate with designers to develop prototypes. Work with multiple stakeholders …
8. HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS
9. HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS
10. HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS
11. HIRING INTERVIEWING DESIGN THE ELEVATOR INTERFACE FOR 1000 STORY BUILDING 3 SECTIONS (LIVING, BUSINESS, COMMERCE)
12. HIRING EVALUATION Technical Skills & Abilities Planning & Execution Motivation Environment & Culture Fit Team Skills Trend of Growth Over Time Problem Solving and Thinking Character & Values Comparable Results Potential
13. HIRING EVALUATION COMPETENCIES LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 Technical Incometent Extra training High standards Does it better Sets standards Motivation Unmotivated Extra pushing Self motivated Does more, faster 120% Commited Cooperation Uncooperative Needs urging Fully cooperative Initiates helping Proactively coaches Perception Distraction Loner Contributes Mentors Leads Impact Demotivating Neutral An Asset Influencer Motivator Planning Reactive Passive Proactive Anticipates Forward-looking Growth No potential Not promotable Promotable Quickly promotable Double promotable
14. HIRING OFFERS
15. HIRING ONBOARDING
16. ALUMNI
17. EFFECTIVE 1:1’s, COACHING, SELF-DEVELOPMENT, ALUMNI MENTORING & RETENTION
18. MENTORING & RETENTION ONE-ON-ONES WEEKLY 30 MINUTES MENTOR <—> MENTEE
19. MENTORING & RETENTION COACHING ASSOCIATE STAFF SENIOR PRINCIPAL MANAGING PRACTICE MANAGER
23. MENTORING & RETENTION SELF-DEVELOPMENT Objective Improve Cardinal Product Development Approach 0.5 Key Results 1 Create approach guidelines + executive summary 0.2 2 Create UX skills guidelines and outline where they fit in on projects 0.9 3 Train practice managers and account managers in Charlotte, Tampa & Raleigh how UX integrates on projects 0.6 4 Help win 1 Cardinal project using the complete product development approach with the correct capabilities 0.4 Objective Finalize practice documentations 0.3 Key Results 1 Team Lead Guidebook (onboarding checklist, 1:1's, evals, OKRs) 0.4 2 Complete Phone Screen and Interview Documents, 10-Point Evaluation 0.3
24. THE BUSINESS, EMOTIONAL INTELLIGENCE, FOSTER LEARNING, TRANSPARENCY, FIRING LEADERSHIP
25. LEADERSHIP UNDERSTAND THE BUSINESS
26. LEADERSHIP EMOTIONAL INTELLIGENCE
27. ALUMNI
28. LEADERSHIP FOSTER LEARNING
30. LEADERSHIP BE TRANSPARENT WHEN NEEDED
31. LEADERSHIP FIRING 1. POOR PERFORMANCE 2. DIVISIVE/DESTRUCTIVE TO THE TEAM
32. LEADERSHIP FIRING COMPETENCIES LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 Technical Incometent Extra training High standards Does it better Sets standards Motivation Unmotivated Extra pushing Self motivated Does more, faster 120% Commited Cooperation Uncooperative Needs urging Fully cooperative Initiates helping Proactively coaches Perception Distraction Loner Contributes Mentors Leads Impact Demotivating Neutral An Asset Influencer Motivator Planning Reactive Passive Proactive Anticipates Forward-looking Growth No potential Not promotable Promotable Quickly promotable Double promotable
33. LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2
34. LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2
35. LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2
36. FIN OPEN OFFICE HOURS Friday mornings: 7am-9am officehours.io/people/bermonpainter TWITTER/SKYPE/EMAIL @bermonpainter KEEP IN TOUCH