• C++ community CoreHard co-founder • “International IT” community InterIT co-founder • Manager at EPAM Systems • 50+ international conferences organizer • IT evangelist (300+ speeches on meetups and conferences) • Field of scientific interest: using math for differential diagnostic in cardiology, psychiatry, virology and immunology • C++ books editor • QA Automation, QA Management, Low level development, Agile trainer • ICAgile Certified Professional • DPI.Solutions co-founder Anton Semenchenko
form a team b. motivate and develop employees c. delegate tasks and effectively control their execution d. develop responsibility e. organize communications f. and many-many others 2. Pitfalls 3. Out of box Solutions
fundamentals a. “Shu-Ha-Ri” principle b. “Open kimono” principle c. Delegation d. Transparency e. Right to make a mistake f. Stalin’s Window 15.2 experiments with primates 16.Neuro-linguistic programming a. Correct pronouns usage b. Don’t use “masters” lexis
a. Competency model b. Metrics 18. Leader and Manager 19. And cherry on the cake – examples 20. Role vs Title 21. “Interview Best Practices” example 22. “Motivational Factors” example
2. motivate and develop employees 3. delegate tasks and effectively control their execution 4. develop responsibility 5. organize communications 6. And many-many others
memory, in general, can’t memorize and repeat more than 7 ± 2 elements 2. «The Magical Number Seven, Plus or Minus Two: Some Limits on our Capacity for Processing Information» 3. Einstein’s riddle 4. … any entities (even amount of Rules, Artifacts limitations)
2. Select actual subset of Roles 3. Define Roles zone of responsibilities 4. Define all hypothetical zone of responsibilities intersections \ conflicts 5. Define ground rules for hypothetical conflict solving's 6. Map Roles to Titles \ Teammates 7. Refresh ground rules for hypothetical conflict solving's
possibility to talk about himself, not more than 10 min, correct to talk about responsibilities, past projects Build rapport, provide possibility to correct interview plan Notes: My Personal Experience: Context: while working with other nationalities, e.g. candidates from Mexica, India Challenge: not knowing cultural differences and features it’s hard to manage non product dialogue “about yourself” to the flow required for you, and to save it in a manageable way Solution: Figure out point of what you want to hear and in what time boundaries in your head. Speak about yourself through the prism of that plan. Speak that plan aloud and speak about limitations and in one-minute say that dialogue as if you want it to be as example. Listen to the candidate and have a general right to correct him, and mind what cultural tradition he is of, because you have already pointed out the rules of the game and followed them.
write an example how to do something: how you define what modifier to use, write an example of polymorphism … Check experience, not theoretical knowledge. Notes: My personal experience says that we need to start communication with the task. First of all, it might look odd, but a lot of candidates start to feel better and more comfortable after the task, they focused on the problem but not on the dialogue, self-positioning and other aspects of interview which are out of their comfort zone, while they were solving the task. Second, some part of candidates, as to make conclusions from my personal experience, especially from India, do not pass that qualifying round, and you don’t spend your time on them. And there is no need for you to tell them why they were not accepted, because there are candidates which wait for the answer patiently and you can formulate the answer in a non-correct way due to not the best knowledge of English or any cultural features. But not solved task relieve from any kind of questions, and you only speak about the company, ask questions and say goodbye to the candidate.
plan how to lead interview, what to ask, what not to ask Be efficient Note: I’ve created classical Agenda with plan and time bounds, acceptance criteria and conditions for the next step, some time ago. I do not create it at the current moment, but always keep in mind. It might be a useful experience for somebody.
e.g. form with input, button and output label (check DD, inheritance, language knowledge, collections), create auto test for it. Clarify that we expect the best solution in order to see in deep his knowledge. Check real experience
agree on roles, how to synchronize, who will be moderator. Moderator leads the whole interview, as committee head do. Optionally skype could be used for sync. Make good impression, be efficient Note: My personal experience: if there are more than 3 people at the interview, as it’s an often feature at e.g. TR, we need to speak about roles beforehand and try to work cooperatively. My first TR interview were not ideal, because we haven’t talked about roles beforehand and don’t know each other and can’t ask questions synchronously by default
of interview at the beginning. Distribute time if candidate is checked for several disciplines Manage expectation, help to meet time limits, be efficient
for interview and for areas, priority of areas/questions to check, prepare in advance those questions. E1 - 0.5-1h, E2 – 1-1.5h, E3 – 1.5-2h, E4+ – 2-2.5h. To avoid boring interviews, be efficient, cover all top questions
short guidance for E2-E3, if candidate announce the problem. If there is a problem, but candidate does not see it, do not push, just make note and go forward. Do not argue with candidate – no sense. Mutual trust, added value from interview, positive impression
before expectations. Give feedback only when you are definitely sure that person is ready to hear it. Better not to give feedback at all than to give it person who is passive candidate and do not ready to hear it or do not have desire to change. Positive impression from interview and company Note: My personal experience: I’m 100% sure and agree with the term that feedback is required only in the case when you sure that candidate is eager to listen, but on the other hand we need to give some kind of feedback. And it’s useful because we positioning our company like that, and build relationship with the candidate. And if to talk about me, I’m always try to say that the person is an experienced with good practical baggage and various experience, but all need harmony and we all are lack in theoretical experience in such hard-working process. Then I send him, ideally in person and not through HR, two documents, with technical and process literature… I only delete some useless books and possible edit the comments a bit. Some part of candidates accepted our JO after such kind of letters and dialogue around them, people understood that we have what to teach them, and who to teach them. And it’s common to invest time into studying the potential employees, not mentioning the “stuff”.
Lead a team Be a main responsible Create solution Skills to master Technical English usage possibility Team To have more mature colleagues to learn from
• Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
• Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Visualize each workflow • Facilitation • Communication Management • Ground rules • Make a commitment • Iteration \ Feedback \ Review • “Shu-Ha-Ri” principle • “Open kimono” principle • Delegation • Transparency • Right to make a mistake • Be a leader \ manager + NLP and 2 rules from primates • Competency model • Metrics
Man-Month: Essays on Software Engineering» F. Brookes Notes: «Spiritual» books ... easy to read, almost fiction ...recommend to read twice. 2. Tom de Marco «Peopleware: Productive Projects and Teams.» Notes: «Spiritual» book... easy to read, almost fiction... recommend to read twice. 3. Tom de Marco «The Deadline: A Novel About Project Management» Notes: «Spiritual» book... easy to read, almost fiction... recommend to read twice 4. Tom de Marco «Waltzing with bears»
6. Peter Drucker “Management Challenges for the 21st Century” 3. de Waal “Chimpanzee Politics: Power and Sex Among Apes” 4. Herbert Spencer «First principles» 5. Grady Booch «Object-oriented analysis and design», part 1 6. Videos (Ru, we can try to use English subtitles) • Conference Global Future 2045 • GF2045. Nazaretyan. Challanges of the middle of the XXI century • GF2045. Weller. Human in energo-evolution system • GF2045. Panov. Evolution singularity and future of science
2. Акоп Назаретян. Цивилизационные кризисы в контексте Универсальной истории 3. Евгений Седов. Информационно-энтропийные свойства социальных систем 4. Вертикаль Панова-Снукса 5. Питер Друкер. Менеджмент. Вызовы XXI века 6. Виген Геодакян. Эволюционная теория пола 7. Франс де Вааль. Политика у шимпанзе. Власть и секс у приматов
Испытатели счастья 9. Герберт Спенсер. Основные начала 10.Гради Буч. Объектно-ориентированный анализ и проектирование, первая часть 11.Конференция Global Future 2045 12.GF2045. Акоп Назаретян. Проблема середины XXI века 13.GF2045. Михаил Веллер. Человек в системе энергоэволюционизма 14.GF2045. Александр Панов. Сингулярность эволюции и будущее фундаментальной науки 15.И многие, многие, многие другие
nasvitm
nwiizo
fullkaiten
glidenote
hikarusato
masuda220
eric8230
matsuji
kawasima
kekekenta
alchemy1115
1mash0
jacobtomlinson
sachag
aleyda
holman
kimpetersen
katarinadahlin
nikkihalliwell
schroneko
davidcarrasco
lauravandoore
iamctodd
jnunemaker
![71 Anton Semenchenko Email: [email protected] Skype: semenchenko_anton_v Telegram: +375 33](https://files.speakerdeck.com/presentations/94b52026f19a46c084b754f9fcd16bcb/slide_70.jpg){kind=link}
