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once (and future) civil servant
current consultant
serial leaper from frying pan to fire
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This is my truth.
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I can tell you I don't have money, but what I do
have are a very particular set of skills. Skills I
have acquired over a very long career.
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2. Hiring
3. Culture
1. Context
4. Questions
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2. Hiring
3. Culture
1. Context
4. Questions
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This is for everyone.
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It’s not OK not to understand
the internet anymore.
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Some of you..are working right now on
another app for people to share pictures of
food or a social network for dogs. I am here
to tell you that your country has a better use
for your talents.
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In 2011 the Government Digital
Service (GDS) was founded.
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GDS implemented spend
controls on all digital projects..
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..and introduced the
‘Service Standard’ against
which all projects would be
assessed.
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..and so our story begins.
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@jukesie
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2. Hiring
3. Culture
1. Context
4. Questions
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The biggest digital
transformation
challenge is people not
technology.
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Hiring the best is
your most
important task.
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Leave the
rockstars to
Homegrown.
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Research your job titles.
Don’t get cute. Don’t be clever.
Do be clear. Do be honest.
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A/B test the job titles.
Use free job boards, social media and mailing lists
and track which work best.
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Write real job descriptions.
Get people doing the jobs to help. It is OK to be
aspirational but don’t ask for the world.
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Test your job descriptions
better-job-adverts.herokuapp.com/about
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Ask the community for help.
Draft job descriptions on Hackpad. Twitter polls on
job titles. Feedback on interview processes.
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Make the case for joining.
Job descriptions are not enough. Write blogposts,
speak at meetups, sponsor unconferences.
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Play to your strengths.
If you can’t compete on salary talk about other benefits.
Not the foosball or the game nights.
The challenge. The mission. The team.
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Tap into your network.
You are probably only one or two degrees of separation
from the best candidate. Build and nurture networks.
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Tap into your network.
You are probably only one or two degrees of separation
from the best candidate. Build and nurture networks.
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Do it but be careful.
Monoculture is worse than no culture.
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If you post it they will (not) come
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The internet of
public service.
jo n l er
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Take interviews seriously.
Use consistent questions. Never interview alone. Agree with
other interviewer what you are looking for in a successful
candidate. Specialist interviewers for specialist roles.
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Be willing to wait.
There is often pressure to fill a vacancy. Waiting for the
right candidate rather than the available candidate saves
time in the long run.
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..but once you find the right
person you have to move fast.
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It doesn’t end at the interview.
Give useful feedback to unsuccessful candidates.
Keep communicating with the successful candidate.
Just sending an offer email and a start date is not enough
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Introductions over induction.
Plan the first week or two for any new hire carefully with a
mix of the mundane and the interesting.
Don’t overwhelm them but get them involved asap.
Make them feel welcome and wanted.
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2. Hiring
3. Culture
1. Context
4. Questions
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Culture eats
strategy for
breakfast.
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Culture isn’t imposed it emerges.
You cannot create a positive culture by top down edict.
It can be aspirational and ambitious but it emerges from
behaviours already existing.
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Have the team prepare principles.
Encourage the team(s) to come up with principles to work
towards. Then reinforce them by making them a part of how
you work every day.
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Culture is more
than posters on
walls…but
visibility is vital.
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The details matter.
Make sure people have the hardware and software they
need to do their jobs. Make training available. Give staff
time to experiment and learn.
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The environment is important.
Seat the team together. Speak to the team about desk layout
if possible. Walls, walls, walls. Quiet spaces. Meeting rooms.
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One remote. All remote.
Team work is harder in remote teams but also has benefits.
Use the tools. Over communicate. Schedule time with
colleagues. Read the 18F guidance.
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The maker vs manager schedule.
If you haven’t read this and work in a team with designers,
developers & managers —>
http://www.paulgraham.com/makersschedule.html
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Trust the team to make decisions.
It is easy to talk about empowering staff but you have to
100% follow through. Read ‘Turn the Ship Around’ about the
leader/leader approach.
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Leaders need to be umbrellas.
You have to protect the team from the HiPPO sh*t. Give them
the space to do the work but don’t isolate them. Often their
opinions will carry the most weight.
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Corporate subcultures are hard.
You can spend time building a team culture but your
wider organisation has a culture of its own and they may
not coexist comfortably.
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Culture can be fragile.
Especially in the early days. You have to be careful not to
damage it with poor behaviours or bad decisions.
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I don't know about you people, but I
don't want to live in a world where
someone else makes the world a
better place better than we do.
Gavin Belson, founder of Hooli
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2. Hiring
3. Culture
1. Context
4. Questions
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Thanks.
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Open Lab
Friday 4-5
191 Thorndon Quay