Perspectives on dev ops
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Perspectives on dev ops
- 1. PERSPECTIVES ON DEVOPS: “Building an All Star Team”
- 2. INTRODUCTION: DAVID FREDRICKS • Account Executive: Longford & Company • Experience: – Over 15 years in Operations Management. – Four years in Technical Recruiting: Longford & Company, AVID Technical Resources – Restaurant & Hospitality Industry – Managing Partner UNO Restaurants. – Three years Operations Consulting: Bridge Service Solutions. • Owner: Pilates Back Bay LLC- www.pilatesbb.com
- 3. WHO IS HIRING FOR DEVOPS ROLE? HOW IS THAT GOING? HOW IS YOUR HR DEPT DOING? DO YOU USE AGENCIES? HOW ARE THEY DOING? WHAT ARE YOU GOING TO DO?
- 4. CHALLENGES IN HIRING? • People • Planning • Process • Performance • Pain
- 5. HOW COMPANIES ARE LABELING “DEVOPS” Stay Specific with Expectations: Specific Roles • Architect -Solutions • Automation Engineer • Tooling Engineer • Software Engineer • Release or Build Engineer • Systems Engineer • Manager or Senior Manager • Director • Other Stay away from Below: DevOps Roles • DevOps Architect • DevOps Engineer • DevOps Engineer • DevOps SME • DevOps Cloud guy http://puppetlabs.com/presentations/keynote-stop-hiring-devops-experts-and-start-growing-them
- 6. PLANNING: What is the end goal? Why are you choosing this path? Who will be involved and to what capacity? What is your time line? How are you measuring success? Where are you currently (starting point)?
- 7. LET’S TALK ABOUT HIRING: How to work with Agencies as a Hiring Manager: • Interview your agency partner • Create very specific goals. • Be accountable. • Be available. • Follow through with actions. • Never go dark. Partners know where and what the other is doing. • Oz Principles – always stay above the line.
- 8. Best Practices for when working with your Trusted Agency Partner: 1. Prepare a performance-based job description clarifying the major performance objectives of the job. 2. Be fully engaged, flexible and available to your Agency contact and candidates. 3. Benchmark the performance of your best people now doing the job you’re trying to fill. 4. Convert every competency, skill, behavior, and experience requirement into a performance objective by asking, “How is this requirement used on the job”? 5. Value potential over experience. 6. Describe your vision of the job and the impact on the company. 7. Take personal responsibility for recruiting the candidate.
- 9. WHY RECRUITERS, WHY?: • Do Recruiters have ADD? • Why are Recruiters pinging me for positions that are not even close to what I do? • Who are managing Recruiters? • Recruiters are harassing me when I am in a job, yet disappear when I’m actually looking. Why? • Why should I trust recruiters?
- 10. RECRUITERS : NATURE NOT NURTURE
- 12. WHY YOU SHOULD BE ACTIVELY PARTNERING WITH TRUSTED AGENCY PARTNERS : EVEN WHEN YOU ARE COMPLETELY HAPPY
- 13. RESOURCES FOR HIRING MANAGERS: Bryan Healey – Director of Development: NameMedia Great Video on Hiring in today’s competitive market. • http://www.healeyengineering.com • https://www.youtube.com/watch?v=hL5lgDYIOZE#t=10 Elaine Wherry – Best Recruiters Follow up. • http://www.ewherry.com/2012/08/the-best-recruiters-followup/ Dave Zwieback – “DevOps Hiring” O’Reilly Media
Notes de l'éditeur
- Here are some examples as to why it’s hard to find and hire the right engineer. In just Boston alone, according to Indeed.com -
- These are the types of questions you should be expecting to answer when meeting with your recruiting partners. As the hiring team – Everyone needs to know what they are looking for in candidates. As the hiring manager it is extremely important to understand what the current team looks like and what the major characteristics are lacking for a well rounded team. Personality matches matter.
- At the end of the day. It is you who either succeeds or fails. It’s you who are left with an incomplete team or without great opportunities. It It’s all about the planning.
- 1. . Every job has 5-6 things a person needs to do to be successful. For example, it’s better to say, "Upgrade the international reporting systems," rather than, “Must have 3-5 years of international accounting and a CPA.” When contacting strong people recruiters must know the job in order to effectively make the case that your opening could be a good career move. 2. Changing jobs for the best people is a critical decision. Hiring managers need to invest extra time in the process to ensure the candidate has a full understanding of the job and its upside potential. 3. This is a great way to figure out what it takes to be successful. For example, if your best engineers collaborate closely with product marketing before designing anything, add this to the performance-based job description. 4. Since these factors are very subjective, it helps to convert each one into a task. For example, when the common trait “must have strong communication skills” converts into “lead the presentation of monthly sales department performance results to the executive team,” it's easier to assess. In this case, just have the candidate describe where she or he has led major presentations. 5. This is more about HR – Bureaucrats 6. Tell a story. Explaining 7. The best people want to work for managers who are mentors and can help them get to where they want to go. I can orchestrate the process, but it’s up to you, the hiring manager to seal the deal.
- Here are a couple of random slides from the Annual Report. The first slide shows LY the rate of adoption to DevOps among the surveyed Tech Organizations. The 2nd slide represents the years results when fully implemented. How does this help. When coming to recruiting it doesn’t The reasons for moving to DevOps should be baked into the conversation with your HR and recruiting partners. The recruiters should understand the back story and specifically the “end picture” of “What Right Looks Like” . The two bottom slides are more important information for the recruiters. These are behavior characteristics that qualified. Recruiters should be vetting out personality traits.