2.
A Little Bit About Me <ul><li>Manage UX team for Citrix Online, a division of Citrix Systems </li></ul><ul><ul><li>UX Designers, Researchers, Tech Writers </li></ul></ul><ul><li>Built and managed UX teams for about 5 years </li></ul><ul><li>Started out as a UI designer/usability specialist </li></ul><ul><li>A short first time manager story… </li></ul>

4.
Six Important Questions <ul><li>Do I know what is expected of me at work? </li></ul><ul><li>Do I have the materials I need to do my work right? </li></ul><ul><li>At work, do I have the opportunity to do what I do best every day? </li></ul><ul><li>In the last seven days, have I received recognition or praise for doing good work? </li></ul><ul><li>Does my supervisor, or someone at work, seem to care about me as a person? </li></ul><ul><li>Is there someone at work who encourages my development ? </li></ul><ul><li>Source: First Break All the Rules , Marcus Buckingham & Curt Coffman, 1999 </li></ul>

5.
Job Descriptions & Career Ladder <ul><li>Do I know what is expected of me at work? </li></ul><ul><li>Do I have the materials I need to do my work right? </li></ul><ul><li>At work, do I have the opportunity to do what I do best every day? </li></ul><ul><li>Source: First Break All the Rules , Marcus Buckingham & Curt Coffman, 1999 </li></ul>

6.
Goal Setting, Coaching and Feedback <ul><li>In the last seven days, have I received recognition or praise for doing good work? </li></ul><ul><li>Does my supervisor, or someone at work, seem to care about me as a person? </li></ul><ul><li>Is there someone at work who encourages my development ? </li></ul><ul><li>Source: First Break All the Rules , Marcus Buckingham & Curt Coffman, 1999 </li></ul>

7.
Get The Basics Down <ul><li>Career Ladder & Job Descriptions </li></ul><ul><li>Goal Setting & Tracking </li></ul><ul><li>Reviews, Coaching & Feedback </li></ul>

9.
Defining Job Families <ul><li>Who do we have? (Allocation, Skills, Roles, Specialists vs. Generalists) </li></ul><ul><li>What do we need? (Identifying Gaps) </li></ul><ul><li>What do they have in common? (Grouping) </li></ul>

10.
Multiple Tracks <ul><li>Differentiate based on main differences/attributes </li></ul>

11.
Define Levels <ul><li>How many do you need? It depends! </li></ul>

12.
The Five Parts of a Job Description <ul><li>Title </li></ul><ul><li>Duties (Responsibilities, Tasks, Deliverables) </li></ul><ul><li>Requirements (Experience, Knowledge, Skills) </li></ul><ul><li>Competencies (Behaviors) </li></ul><ul><li>Scope of Influence (Supervision, Leadership, Interactions, Decision-making) </li></ul>

13.
Job Description Matrix Less -> More

14.
Scope of Influence <ul><li>Level of supervision/approval needed </li></ul><ul><li>Supervision/direction of others </li></ul><ul><li>Interactions with other roles or groups </li></ul><ul><li>Discretion: Responsibility for decisions (and effect of mistakes!) </li></ul>

15.
Job Titles -> Scope of Influence* <ul><li>Principal, Creative Director, Chief, VP, President, CXO, Managing Partner </li></ul><ul><li>Manager, Director, Strategist, Architect, Partner </li></ul><ul><li>Staff, Senior, Lead, Art Director </li></ul><ul><li>Mid-level, Analyst </li></ul><ul><li>Associate, Assistant, Junior, Coordinator, Production </li></ul><ul><li>*Consider the perceived value of the title and role! </li></ul>

16.
Duties & Requirements <ul><li>Be as exhaustive as possible! </li></ul><ul><li>Brainstorm; involve the entire team </li></ul><ul><li>Crib from job postings (but be realistic!) </li></ul><ul><li>Look at top performers – what are they doing? </li></ul><ul><li>Then differentiate requirements for each level and role </li></ul>

17.
Duties & Requirements <ul><li>Duties don’t necessarily change – add scope & complexity </li></ul><ul><li>Differentiate clearly across levels </li></ul><ul><li>Participation in requirements gathering and review sessions . </li></ul><ul><li>How might this change based on level? </li></ul>

18.
Competencies <ul><li>Translate generalities and traits into specifics and behaviors. For example: </li></ul><ul><li>“Plays well with others” -> Teamwork </li></ul><ul><ul><li>Works in concert with others toward shared goals </li></ul></ul><ul><ul><li>Exhibits cooperativeness </li></ul></ul><ul><ul><li>Participates in and supports positive conflict resolution </li></ul></ul><ul><ul><li>Collaborates cross-functionally </li></ul></ul><ul><ul><li>Puts needs of team over personal needs </li></ul></ul><ul><li>How might this competency change based on level? </li></ul>

19.
Salary Benchmarking <ul><li>Compensation surveys (Mellon, Radford) </li></ul><ul><li>Industry salary surveys (IA Institute, UPA)* </li></ul><ul><li>Public job postings (SimplyHired) </li></ul><ul><li>Then define low, mid and high range for each level </li></ul><ul><li>*Take with a massive grain of salt when you can’t compare descriptions! </li></ul>

20.
Broadbanding <ul><li>Broad, overlapping pay scales </li></ul><ul><li>Discourages people taking the wrong path for the money – “rewarding in place” </li></ul><ul><li>An IA performing excellently is worth more than a manager performing poorly! </li></ul>

21.
Job Descriptions vs. Job Ads <ul><li>Explaining the job vs. Selling the job </li></ul><ul><li>Use the exhaustive description to better understand who you’re looking for </li></ul><ul><li>Then: Edit, edit, edit! </li></ul><ul><li>Once they start, use the job description, not the ad, to set expectations </li></ul>

22.
Exercise: Job Description Matrix Less -> More

27.
Managing Expectations (on both sides) <ul><li>What do you do when expectations for title/salary are out of alignment? </li></ul><ul><li>Provide a clear path to advancement </li></ul><ul><li>Be fair, be consistent. </li></ul><ul><li>Don’t be tempted to inflate titles! </li></ul>

28.
Regular Goal Setting <ul><li>Give them the first shot at it! </li></ul><ul><li>Use descriptions/career path as a foundation </li></ul><ul><li>Offer objectives, not goals </li></ul><ul><li>Define success but let them find their own way </li></ul><ul><li>Have regular check-ins </li></ul>

29.
Goal Tracking Document Personal Goals Project/Group Goals Performance Rating/Comments Due Date Goal Description Objectives: Q1 Goals (1/1/08-3/31/08)

30.
Coaching & Goals – Moving Up <ul><li>Be open to questions, keep open dialogue </li></ul><ul><li>Encourage partnerships with senior team members </li></ul><ul><li>Find special assignments & research projects </li></ul><ul><li>Offer ways of operating cross-functionally </li></ul><ul><li>Find opportunities to let them delegate </li></ul><ul><li>Provide opportunities to mentor others </li></ul><ul><li>Help them understand and work on strategic issues </li></ul>

31.
Coaching & Goals – Barriers <ul><li>Not asking questions, repeated technical mistakes </li></ul><ul><li>Slow skills development, stuck in old methods </li></ul><ul><li>Working too much alone </li></ul><ul><li>Lack of accountability for problems </li></ul><ul><li>Not prioritizing: scattered or always putting out fires </li></ul><ul><li>Not delegating enough; overloaded </li></ul><ul><li>Overly focused on micro area of interest/expertise </li></ul>

33.
Case Study – Moving Over <ul><li>“ Peter” – Usability Intern </li></ul><ul><li>HF grad student, usability program intern </li></ul><ul><li>Interested in IxD </li></ul><ul><li>Used job description to identify experience opportunities </li></ul><ul><li>Hired F/T as designer after he graduated </li></ul>

34.
Case Study – Moving Up <ul><li>“Rosie” – Mid-Level IA </li></ul><ul><li>Was in the position when I joined </li></ul><ul><li>Seemed to be doing a lot more than mid-level work </li></ul><ul><li>Annotated job description for the next level up – “checking off” met requirements </li></ul><ul><li>Got her into the right position quickly </li></ul>

35.
Case Study – Moving Out <ul><li>“Nathan” - Junior-level UI designer </li></ul><ul><li>Missed meetings, follow-through problems </li></ul><ul><li>Sidetracked on random ideas </li></ul><ul><li>Set up 30-day Performance Improvement Plan </li></ul><ul><li>Quickly showed he wasn’t meeting minimum requirements </li></ul>

36.
Giving Objective Reviews <ul><li>Use the job description as a benchmark </li></ul><ul><li>Point to specific behaviors </li></ul><ul><li>Be a mirror, not a judge </li></ul><ul><li>Focus on the future </li></ul><ul><li>Be supportive </li></ul><ul><li>Do it early and often, and do it in writing! </li></ul>

37.
Exercise: Gina <ul><li>Mid-level User Experience Designer </li></ul><ul><li>Very strong performer when working on her own </li></ul><ul><li>Has had problems with clients – doesn’t do well negotiating and presenting her ideas </li></ul><ul><li>Really really really wants more responsibility and interaction with clients, like running requirements workshops </li></ul>

38.
What’s wrong with this feedback? <ul><li>“ Gina, you’re a very talented designer but you’re just not good with clients. You can be really stubborn and difficult with design decisions and you need to get over that. I just don’t feel like you’re ready to move up to a client-facing position yet.” </li></ul><ul><li>How can we make this actually helpful for her? </li></ul><ul><li>Specific examples, mirror behavior, use objective language, focus on the future, be supportive! </li></ul>

39.
Exercise – SMART Goals <ul><li>Gina’s goals: </li></ul><ul><ul><li>Get better at dealing with clients </li></ul></ul><ul><ul><li>Learn more about running requirements workshops </li></ul></ul><ul><li>How would you help Gina to make her goals: </li></ul><ul><ul><li>S pecific (Do we both clearly understand what it is?) </li></ul></ul><ul><ul><li>M easurable (How will we know if she was successful?) </li></ul></ul><ul><ul><li>A ctionable (How will she do it?) </li></ul></ul><ul><ul><li>R ealistic (Will she realistically be able to do it?) </li></ul></ul><ul><ul><li>T ime-bound (When will she do it?) </li></ul></ul>

41.
Try it Out! <ul><li>Use the handouts to get started </li></ul><ul><li>Use career pathing framework for your own development as well </li></ul><ul><li>Join the UX-Management list at iainstitute.org! </li></ul><ul><li>Some good books: </li></ul><ul><ul><li>First Break All the Rules: What the World’s Greatest Managers Do Differently - Marcus Buckingham and Curt Coffman </li></ul></ul><ul><ul><li>12: The Elements of Great Managing – Rodd Wagner and James Harter </li></ul></ul>

42.
<ul><ul><li>Kristen Johansen </li></ul></ul><ul><ul><li>Senior Manager, User Experience </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>Yahoo! IM: CitrixKristen </li></ul></ul>