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the right people“We wanted people that were insanely great at what they
did - the neatest thing that happens is when you get a core group of ten great people, it becomes self-policing as to
who they let into that group...
DIDN’T HIRE
FIREDWENT AWOL
TURNED DOWN OFFER
HANDED IN NOTICE
NEVER FOLLOWED UP
DIDN’T APPLY
WRONG FOR COMPANY CONTRACTOR POACHED
Then document it, describe, defend it, and talk about it, share it, hire to it, fire on the lack of it, judge people on it, make decisions based on it.
Where do people work?
How much do people get paid?
How do decisions get made?
How many hours do people work?
How does fun happen?
How are people rewarded?
How much do people know about how the company spends money?
What are the priorities for work?
Can people speak freely?
Does the company allow for exceptional time off?
If staff were unhappy, what would they do?
Do you know what everyone thinks?
Does everyone know what you think?
Do people know what you stand for?
How often do people work together?
How do you handle crisis?
Do people feel safe?
How do you define performance?
Where do you draw the line?
Are people in your company your friends, colleagues, or a family?
When do you exclude?
How do you include everyone? How do you define performance?How do you define performance?
Do you socialise as a team?
Do you know what everyone thinks?Do people feel safe?
How much do people get paid?
What’s acceptable humour?
Would people be able to clearly articulate what the values of the company are?
Would people be able to clearly articulate what the values of the company are?
contractual agreements
daily task and activities
project management
line management
team interaction
salaries and benefits
hiring
policies and procedures
performance
Be able to describe every stage
Moneyaccountancy
revenue recognitionVAT
NEXUSEU Services Sales Tax
dunningP&L
refundsCredits recharging
corporation taxlocal sales taxbalance sheet
management accounts
peopleperformance appraisalprofessional developmenttrainingpolicies and proceduresGrievancesProfit shareSalary ratesdisciplinary401khealth insuranceunpaid leaveunauthorized leavesick leaveNon exempt federal workers
people and money
3.Givesomebriefexamplesofhowyou’vedemonstratedYCBM’svalues overthepastyear.
Ifyouthinkthereareanyparticularareasherewhereyoucouldimprove,makeanoteofthesetoo.
Annual appraisals
This is the most open company I’ve ever worked for.
I have never worked somewhere before where it so clear what the values of the company are.
In my past jobs, I had seen things that made me feel uncomfortable, but I didn’t feel confident enough speak up - now I would.
Tolerance & respect
Find and share the solution
Confidence in transparency
Simple is beautiful
Curiosity & optimism
Commitment to excellence
You need to hire (and fire) based on your stated values
On shortlisting candidates create anonymized questionnaires (track and score responses)
Allow every interviewer to offer a ‘fresh pair of eyes’ on the candidate
Avoid the momentum you’ve built up for yes
Send the referees the anonymised survey, collect quantitative responses
Create a questionnaire scoring them 1-10
Before any offer, as candidate for at least 5 emails from previous colleagues / managers
Look for discrepancies, follow up with both candidate and referee
Use words, questions and scenarios based on your values
Tolerance & respect
Find and share the solution
Confidence in transparency
Simple is beautiful
Curiosity & optimism
Commitment to excellence
“We are on a mission to......redefine the cup of tea...give everyone better gloves...See. Smarter....change what fish do...talk more. By listening more....open and close every door.