Successfully Hire, Mentor, Retain, and Lead Teams

Slide 1

Slide 1 text

@bermonpainter SUCCESSFULLY HIRE, MENTOR, RETAIN, AND LEAD TEAMS

Slide 2

Slide 2 text

1 2 3 4 5 SUCCESSFULLY HIRE, MENTOR, RETAIN, AND LEAD UX TEAMS HIRING MENTORING RETENTION LEADERSHIP Q&A AGENDA

Slide 3

Slide 3 text

FINDING CANDIDATES, EFFECTIVE JOB DESCRIPTIONS, INTERVIEWING, EXTENDING OFFERS, ON-BOARDING HIRING

Slide 4

Slide 4 text

HIRING FINDING CANDIDATES COMMUNITY RELATIONSHIPS PATIENCE

Slide 5

Slide 5 text

HIRING EFFECTIVE JOB DESCRIPTIONS

Slide 6

Slide 6 text

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

Slide 7

Slide 7 text

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 …

Slide 8

Slide 8 text

HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS

Slide 9

Slide 9 text

HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS

Slide 10

Slide 10 text

HIRING INTERVIEWING 70% SOFT SKILLS / 30% HARD SKILLS

Slide 11

Slide 11 text

HIRING INTERVIEWING DESIGN THE ELEVATOR INTERFACE FOR 1000 STORY BUILDING 3 SECTIONS (LIVING, BUSINESS, COMMERCE)

Slide 12

Slide 12 text

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

Slide 13

Slide 13 text

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

Slide 14

Slide 14 text

HIRING OFFERS

Slide 15

Slide 15 text

HIRING ONBOARDING

Slide 16

Slide 16 text

ALUMNI

Slide 17

Slide 17 text

EFFECTIVE 1:1’s, COACHING, SELF-DEVELOPMENT, ALUMNI MENTORING & RETENTION

Slide 18

Slide 18 text

MENTORING & RETENTION ONE-ON-ONES WEEKLY 30 MINUTES MENTOR <—> MENTEE

Slide 19

Slide 19 text

MENTORING & RETENTION COACHING ASSOCIATE STAFF SENIOR PRINCIPAL MANAGING PRACTICE MANAGER

Slide 20

Slide 20 text

No content

Slide 21

Slide 21 text

No content

Slide 22

Slide 22 text

No content

Slide 23

Slide 23 text

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

Slide 24

Slide 24 text

THE BUSINESS, EMOTIONAL INTELLIGENCE, FOSTER LEARNING, TRANSPARENCY, FIRING LEADERSHIP

Slide 25

Slide 25 text

LEADERSHIP UNDERSTAND THE BUSINESS

Slide 26

Slide 26 text

LEADERSHIP EMOTIONAL INTELLIGENCE

Slide 27

Slide 27 text

ALUMNI

Slide 28

Slide 28 text

LEADERSHIP FOSTER LEARNING

Slide 29

Slide 29 text

No content

Slide 30

Slide 30 text

LEADERSHIP BE TRANSPARENT WHEN NEEDED

Slide 31

Slide 31 text

LEADERSHIP FIRING 1. POOR PERFORMANCE 2. DIVISIVE/DESTRUCTIVE TO THE TEAM

Slide 32

Slide 32 text

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

Slide 33

Slide 33 text

LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2

Slide 34

Slide 34 text

LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2

Slide 35

Slide 35 text

LEADERSHIP FIRING LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2

Slide 36

Slide 36 text

FIN OPEN OFFICE HOURS Friday mornings: 7am-9am oﬃcehours.io/people/bermonpainter TWITTER/SKYPE/EMAIL @bermonpainter KEEP IN TOUCH