Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Employee Live Cycle JAX 2016

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Chargement dans…3
×

Consultez-les par la suite

1 sur 86 Publicité

Employee Live Cycle JAX 2016

Télécharger pour lire hors ligne

Mitarbeiter sollten im Mittelpunkt stehen und als Life Cycle betrachtet werden, vom Employer Branding, Recruiting bis zum Zeitpunkt an dem der Mitarbeiter das Unternehmen verlässt und darüber hinaus. Im Gegensatz dazu wird heute leider der Mitarbeiter in seiner Funktion und nur in der Interaktion mit unterschiedlichen Funktionen des Unternehmens gesehen.

Mitarbeiter sollten im Mittelpunkt stehen und als Life Cycle betrachtet werden, vom Employer Branding, Recruiting bis zum Zeitpunkt an dem der Mitarbeiter das Unternehmen verlässt und darüber hinaus. Im Gegensatz dazu wird heute leider der Mitarbeiter in seiner Funktion und nur in der Interaktion mit unterschiedlichen Funktionen des Unternehmens gesehen.

Publicité
Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Publicité

Similaire à Employee Live Cycle JAX 2016 (20)

Publicité

Plus récents (20)

Employee Live Cycle JAX 2016

  1. 1. Employee Life Cycle Stephan Schmidt übercto Recruiting und Moderne Mitarbeiterentwicklung
  2. 2. Stephan Schmidt @codemonkeyism Started Programming Computer Science University Demo Scene Interactiva PIN Computer Science & Philosophy University Retraining Teacher Startup Fraunhofer Immobilien- Scout24 brands4friends eBay eventsofa übercto
  3. 3. Flickr Max Braun CC BY SA 2.0
  4. 4. Employer Branding Recruiting Hiring Onboarding/ Mentoring High Performance Teams People Development/ Career Planning Promotion Let Go Alumni Employee Life Cycle
  5. 5. Recruiting beginnt weit vor dem Recruiting.
  6. 6. Recruiting and People Management is an end to end process.
  7. 7. Recruiting Idee: Wen will ich einstellen?
  8. 8. 8
  9. 9. Smart, can get stuff done, you can work with them Do they know stuff? Are they curious? Do they learn? What have they got done in the past? Get some Code samples Have lunch Play a game Taken from Aaron Swartz, Raw Thought, 2009
  10. 10. Rollen, Aufgaben, Skills, Junior/Senior
  11. 11. Kann-Alles-Genie
  12. 12. TT Shaped Skills
  13. 13. ππ Shaped Skills
  14. 14. CommonNovelUbiquity Demand Unknown Defined Certainty Supply Commodity Product Custom Built Genesis Model: Simon Wardley Product Life Cycle
  15. 15. CommonNovelUbiquity Demand Unknown Defined Certainty Supply Commodity Product Custom Built Genesis Model: Simon Wardley/ Markus Andrezak How much will it cost? What will the new product look like? Which new opportunities should we follow & how do we find them?
  16. 16. CommonNovelUbiquity Demand Unknown Defined Certainty Supply Commodity Product Custom Built Genesis Model: Simon Wardley/ Markus Andrezak Town Planners Settlers Pioneers
  17. 17. Flickr Kenny Louie CC BY 2.0
  18. 18. Diversity.
  19. 19. Stellenanzeige
  20. 20. Jede selbst schreiben
  21. 21. NEVER cut & paste
  22. 22. Und Frauen?
  23. 23. Und Väter?
  24. 24. Schnell reagieren!
  25. 25. Stellenanzeigen reichen heute nicht aus.
  26. 26. Employer Branding.
  27. 27. Aussieben Aussieben Aussieben
  28. 28. CVs are fake.
  29. 29. German universities don’t tell you anything.
  30. 30. Zeugnisse sind nichts wert.
  31. 31. 30% der Entwickler können nicht programmieren!
  32. 32. Non Developer, Cargo Cultist, Good Developer and Genius
  33. 33. Telefoninterview spart viel Zeit.
  34. 34. Interview
  35. 35. The goal of the hiring process is to decide if you want to hire someone or not. Everything else follows. • The goal is not to make you look good. • The goal is not to show your intelligence. • The goal is not to follow rituals. • The goal is not to appear nice. Keep in mind: Hiring is also a sales process for your company.
  36. 36. Base your Interviewing on Competencies
  37. 37. Competencies KNOWLEDGE INTELLECTUAL INTERPERSONAL MOTIVATION • Business Acumen • Functional/Technical Skills • Hiring and Staffing • Organizational Agility • Process Management • Managing through Systems • Technical Learning • Dealing with Ambiguity • Creativity • Timely Decision Making • Decision Quality • Humor • Innovation Management • Integrity and Trust • Intellectual Horsepower • Learning on the Fly • Listening • Organizing • Dealing with Paradox • Personal Learning • Perspective • Planning • Political Savvy • Priority Setting • Problem Solving • Self Knowledge • Strategic Agility • Time Management • Managing Vision and Purpose • Written Communications • Approachability • Caring about Direct Reports • Comfort Around Higher Management • Command Skills • Compassion • Composure • Conflict Management • Confronting Direct reports • Delegation • Developing Direct reports • Directing Others • Managing Diversity • Ethics and Values • Fairness to Direct Reports • Informing • Interpersonal Savvy • Managerial Courage • Managing and Measuring Work • Motivating Others • Negotiating • Patience • Peer Relationships • Personal Disclosure • Presentation Skills • Sizing Up People • Standing Alone • Building Effective Teams • Understanding Others • Action Oriented • Boss Relationships • Career Ambition • Customer Focus • Perseverance • Drive for Results • Self Development • Work/Live Balance
  38. 38. Interview mit Aufgabe
  39. 39. Interview Competency Funnel Model Topic Opener Question „Tell me about your current job with major duties and responsibilities.“ Experienced Cadidate: Current/Previous job, First Job, Transitions. Recent Graduate: University, Summer jobs, Transitions Performance Standards „What are the standards for successful performance in that job?“ „How well did you meet these standards?“ Accomplishment Lets talk about a major accomplishment in your current job.“ ⁃ What problem required your attention? ⁃ What action did you take? ⁃ What was the result? ⁃ What did you learn? ⁃ How have you applied it? Self Appraisal DIRECT „What is it about you …?“ „How were you able to …?“ THIRD-PARTY „If I called …. what would he/she say about you?“ Direct Competency Probes „Give me an example ….“ „Describe a time …“ „Tell me about a situation …“ FOLLOW UP „What were you thoughts at the time?“ „How did you feel about the situation?“ „What specifically did you do?“ Opening Question Experience / Accomplishments Learnings / Appraisal Applied
  40. 40. 360 Grad Interview.
  41. 41. Have lunch.
  42. 42. Tell 90% of the truth ;-)
  43. 43. Will, Skill, Team Fit.
  44. 44. Skills Verhalten Charakter Werte
  45. 45. When in doubt, don‘t hire!
  46. 46. Gehaltsverhandlung.
  47. 47. Wikipedia Nick Webb CC BY 2.0
  48. 48. Make decisions same day.
  49. 49. Vertrag zuschicken
  50. 50. Kontakt nicht abreißen lassen.
  51. 51. Willkommens-Kultur.
  52. 52. Einarbeitung und Mentoring
  53. 53. Probezeit ist die letzte Chance.
  54. 54. Auf die Probe stellen.
  55. 55. 1 Monat, 2 Monat, 3 Monat Check Ups.
  56. 56. Bestandene Probezeit.
  57. 57. Flickr Brandon Atkinson CC BY 2.0
  58. 58. Ende Recruiting
  59. 59. Wikipedia Bert van Dijk CC BY SA 2.0
  60. 60. People Development
  61. 61. Employer Branding Recruiting Hiring Onboarding/ Mentoring High Performance Teams People Development/ Career Planning Promotion Let Go Alumni Employee Life Cycle
  62. 62. Modernes Organigramm Management People that work on product Commands and directs Management People that work on product Supports and enables Old Management New Management Customer Works for Customer Works for Customer Works for Customer „Workers“ Developers, Marketing, Sales, …. Supports and enables Supports and enables Supports and enables Supports and enables Middle Management Supports and enables Supports and enables Executive
  63. 63. Nicht jeder ist wie du!
  64. 64. Jeder ist anders motiviert
  65. 65. Jeder Mitarbeiter ist anders, aber jeder braucht Entwicklung.
  66. 66. DISC Model – 4 Types of Persons Dominant / Conductor Influence / Supporter Steadiness / Supporter Compliance/ Analyzer Basic Priority Power People Slower Pace Procedure Fear Being taken advantageof Loss of approval Loss of security Criticism of their work Focus Get the job done now Interaction Team work Doing it correctly the first time Ideal environment Upbeat, fast, powerful Fun, friendly, exciting Procedures, stable, harmonious Structure with procedures, accuracy Basic Need Control, needs options Recognition, approval,popularity Appreciation, security, affirmation Quality answers, value, excellence Work Style My way – hard to please Fun way, full of interaction Easy way, little change The right way - inflexible Sees the workplace as Antagonistic Friendly Friendly Antagonistic Other’s view of them Bossy, arrogant, brash Glib, unrealistic, emotional Slow, stubborn, inflexible Critical, perfectionist, overly sensitive Growth area Sensitive to the feelings of others Sensitive to time Be more willing to change That self and others aren’t perfect Receiving verbal communication Short and to the point Be upbeat, enthusiastic Non threatening, pleasant tone of voice Detailed, prefers instructions in writing
  67. 67. 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work. 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important. 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow. Gallup Q12 Employee Engagement Questions Copyright © 2014 Gallup, Inc.
  68. 68. 50% der eigenen Zeit in Mitarbeiter investieren!
  69. 69. 1:1 und 1:1 und 1:1
  70. 70. Once a week
  71. 71. Jedes 4. 1:1 nur für Entwicklung
  72. 72. People Development means: – Where does the person want to be in 2-5 years? – Where is she now? – What needs to be done to close the gap? – How can you/company help to close the gap?
  73. 73. Johari Window – Self Development OPEN / PUBLIC BLIND SPOT FACADE / PRIVATE UNKNOWN BLIND SPOT FACADE / PRIVATE UNKNOWN Unkown to Self Known to Self Known toOthers Unknown toOthers Unkown to Self Known to Self Known toOthers Unknown toOthers OPEN / PUBLIC ask feedback tell self disclosure/ exposure shared discovery self discovery others observation
  74. 74. Promotions based on development.
  75. 75. Favor Internal Promotions.
  76. 76. Tours of Duty.
  77. 77. Talent Council
  78. 78. Kündigung!
  79. 79. Karriere außerhalb der Firma
  80. 80. Wiedereinstellen.
  81. 81. Employer Branding.
  82. 82. Employer Branding Recruiting Hiring Onboarding/ Mentoring High Performance Teams People Development/ Career Planning Promotion Let Go Alumni Employee Life Cycle
  83. 83. Death To Stockphoto Q&A J
  84. 84. Stephan Schmidt @codemonkeyism stephan@ubercto.de

×