I did LT at the event, so I will share the slide.
English Night #10
ok, let’s talk about
How to rebuild a team on remote work
call me toshi or sawarabi, which you like
I’m backend-engineer, using ruby on rails, aws and azure, and others
my one of favorite is reading book, and I love people ware, joel on software.
recently, I bought an big arcade controller, that’s why I play old arcade game like columns, metal slags
I had been work with vietnam member between 2016-2018
but I haven't used English for the last 3 years,
so I'd appreciate it if you could a type when asking questions.
I LOVE strengths finder.
Let’s talk about SF together!!
I was team leader of development team
The team has
Two Full-time employees (include me),
and Two Subcontracting members
And the team has
Three Contents Management Systems like a news site
One bulletin board system
Many mail magazines
Others（some tools for support）
The whole team, including myself, was replaced in the last year
It's not that the working environment is bad, it just happens to overlap
However, the remote work by Corona also overlapped there, and it was a pretty chaotic situation.
Ultimately, the goal is a team that turns around even if I take a nap
now, a year and a half has passed from that.
It's not because I took a nap but, I moved to another team from last month
However, there is not much confusion, so rebuild the team seems to be a success I think.
we prepared some documents for onboarding.
- Authority application for new commer
here are multiple application destinations and it is complicated,
so we prepared a template on confluence
- The purpose of our team, and servicies
I explained what we are here for.
because it will lead to the values and judgment criteria of our team
member can judge by themself without question if they know it.
- （part of）Business flow
It’s necessary because if member know who uses the system, for what purpose, and how, member can see the whole and understand it quickly.
- Monetization points of our business
I explained where our services are making money
because when trouble occurs in the points, it’s fatal.
so it is also useful when considering the priority of troubleshooting and development.
- Other documents
Mainly for development
For example, how to build develop environment, release flow, how to access to staging/production server, etc. in the readme on git.
of course we prepared those.
I tried to devise of assignment
Get used to one service first, and when member can do it, put other members in there
And, if the member get support other member, the number of people who can do it will increase without me
it’s so happy to me and accelerate launch
Our services were intricately linked to the services of other teams, and we often changed the code of the services of other teams.
so I made skill map for our team, and I consciously assigned the task so that the bus factor will be increased.
I introduced the morning assembly from the day after the remote work started
It has the meaning of grasping the progress and the situation,
but also to team building and see the facial expressions of the members by chatting.
What to do today
concerned, trouble, annoing things
if member include me, is in trouble, we discuss about that in morning assembly
anything is ok, or sometimes review code in this and discuss about our cording style.
I like chatting.
sometimes we did chatting 20 min in 30 min morning assembly
we talk about
Corona related stories
The child seems to speak, but the member wondering if the first word is dad or mom.
Look at the programming language rankings, and talk what to study next
I introduced the evening party as a trial, but it didn't take root.
I guess it’s because we already take enough communication. so, the evening party was too much.
Anyway, I consciously created an opportunity to talk
If member looks like stucking, I said can we zoom in a little?
If member have a question on slack, or I need to explain something. I said can we zoom in a little?
If we zoom in with a witness (ex. production DB changes), after the witness, I ask to member [ is there something? Anything is fine ]
and then member ask me another question
And, I used the slack icon
After all, new member is worried about what they doing is correct or not, so if it correct, I aggressively presse
I did 1on1 with full time member at Every other week
1on1 with Full-time member is implemented from a long-term perspective, with an emphasis on personal growth.
- Values for work
Do you want to work overtime to grow up, or want to go home and play games?
only cordings or also management?
By the way, I work hard in working time, but don't work overtime basically
- About future career
- Skills you want to develop (include hard skills, and soft skills)
those information is important to assignment
If member want to try AWS and I know it, I can assign AWS task to him
it to motivate the member and can expect good results
- Good thing
- Improvement points
this is for Keep good things, and discuss how to solve Improvement points
It is similar to the KPT method, which is a retrospective method.
- Feedback (me to member)
- Feedback (member to me)
After graduate university, we have less chance to get feedback.
But I believe feedback is important to grow up.
so I feedback good thing and also improve point to member, and I want it too.
- Next action
at the end, we discuss about what should we do until next time?
and check it at next 1on1
also, I did 1on1 with outsourcing members at Every month
In the case of outsourcing,
I talked about what to do to achieve results
What you want to do (what you are good at)
Things I don't want to do (things I'm not good at)
bottleneck of achieving results
Feedback (me to member)
Feedback (member to me)
However, on the other hand, I would like to grow together with outsourcing.
I assigned their task by hearing about the values for work, career path, what they want to do in the future, etc.
There are various indicators, but I haven't passed through the company flow for a while, so just the number of tickets
( because I made this slide at last night）
Well, it just went up
All the members including myself have been replaced, but it can be said that they have launched.
It is important to communicate consciously especially when we work on remote.
After all, we are human beings, so there is a lot of anxiety when we join new job, team on remote..
If not remote,but also there is a lot of anxiety, but it easy to solve it than remote
So, I think it's important to get rid of anxiety and consciously increase communication opportunities on remote work.