Agile Learning Labs

My First Week at Geekaplex: Integrating a New Hire

My friend Peter started working at EvilEmpireSoft on the same Monday that I started at Geekaplex. That Friday, over beers, he told me that he had spent most of his first week waiting for his laptop to show up. When it finally showed up, it had an outdated version of the development environment installed which couldn't compile the code he was supposed to be working on. On top of that, Outlook was misconfigured and wouldn't even think about connecting to the mail server. He spent an afternoon figuring out the configuration only to discover that his email account hadn't been activated yet! "It's as if they were surprised when I showed up for work on Monday. Maybe they forgot that they hired me? I spent the first morning waiting in HR until someone was available to give me paperwork to fill out. After that," he went on, "I spent the afternoon wandering around looking for an empty cube to claim."

I felt bad for Peter, and I was almost embarrassed at how different my first week had gone. My office was just down the hall from my boss's. There was no mistaking that it was mine, as my name was on the plaque next to the door. Inside, I found a shinny new ThinkPad with a docking station and a pair of flat-screen monitors. The drawers in the desk were filled with new pens, pencils, paper, a stapler, and even a box of freshly printed business cards. My boss sat down with me and walked me through my first week, pointing out the various meetings and training sessions that were already on my calendar. There was even a welcome email from the president of the company waiting in my in-box.

"Wow!" Said Peter, "You're like a VIP over there! I feel like most folks don't know I exist, and if they do, they are just hoping that I won't bother them. It really sucks. EvilEmpireSoft seemed so cool and together when I interviewed, but now I'm wondering how they get anything done. They aren't the elite, well-oiled organization that I imagined them to be. I feel like I made a big mistake accepting their offer."

What a big difference attention to detail and a little preparation made. By simply taking the time to provision my office, my boss sent me a strong positive message about the company, and how much they valued me. Additionally, by making sure that I had all the tools I needed to be productive, they let me know that they expected me to be productive. I felt like Geekaplex had it together, and that they would expect me to have it together as well. I felt welcomed and challenged.

Engineering Managers Support Group - Tonight

The October 2007 Engineering Managers Support Group meeting is just a few hours away!

Where:
Round Table Pizza (event room)
61 43rd Ave
San Mateo, CA

Schedule:
7:00 PM Socializing and free pizza
7:30 PM Getting a New Hire Up and Running

You have found an ideal candidate; made them an offer, and they start in two weeks. Now what? I will share an approach that has worked for me, and some lessons learned as well. Please bring your experiences to share, and together we will unearth best practices for integrating new hires into the team.

After that, we will have a facilitated discussion where participants can share challenges that they are facing and get feedback, ideas, and support from the group. The event is free and so it the pizza! Come out, join the discussion, and become a better manager.

Getting a New Hire Up and Running - October Engineering Managers Support Group

You have found an ideal candidate, made him an offer, and he starts in two weeks. Now what? At this month's Engineering Managers Support Group meeting I will share an approach that worked well for me, and some lessons learned as well. Please bring your experiences to share, and together we will unearth best practices for integrating new hires into the team.

After that, we will have a facilitated discussion where participants can share challenges that they are facing and get feedback, ideas, and support from the group. The event is free and so it the pizza! Come out, join the discussion, and become a better manager.

We are meeting on Wednesday, October 24th, in San Mateo.
RSVP now

Voted Off the Vegetable Island!

While walking this morning, I listened to the HBR Ideacast #35, What it Means to Work Here. In it they mention a hiring practice used by Whole Foods, that I really like. New hires are on probation for the first 4 weeks. At the end of that time, their coworkers vote to keep them or let them go.

Hire Fast and Die

There are two emergent schools of thought (at least) about technical team hiring:  hire fast, fire fast (a play on the "hire slow, fire fast" adage), and no false positives.  FeedBurner founder Dick Costolo has this to say:

I buy the hire fast, fire fast line of thinking for Sales Reps or VP Sales roles but I don't buy it for Engineering, Marketing, Finance, etc. The problem with hire fast, fire fast in the engineering department is quite simple: you don't end up executing on the fire fast part of it and the bad hire infects the organization for an extended period before you figure out how to remove them. Engineering goals are more generally team goals, there can be lots of reasons code can ship late, and performance criteria are more subjective than sales performance criteria. The mediocre hire ends up becoming part of the team and it just ends up taking longer to fire that person on the team, by which point they've added more subpar work to the mix. So, I am a subscriber, outside of sales, to the thesis that you have to interview rigorously and that it's better to leave an urgently needed role empty than to bring in a "false positive" who will infect the organization.