In an earlier article, I said, “Hiring new people for a team should always be a joint decision that involves team members.” After all, who has more at stake than the people who will work with the new person day in and day out? Consider what happened when a well-intentioned manager decided to hire without
No matter the name, the intention of the role is to help teams learn new skills, continuously improve, and make the transition to a new way of working. Some people say it’s a technical role, others claim that the role is primarily facilitation. I say, there is no one-size-fits-all when it comes to hiring an
Most companies have policies that govern the selection and hiring process for new employees. Not a bad thing. But I’ve noticed that in many of the companies I visit–especially the big ones–the guidelines put far less rigor around hiring people for dev teams than for management roles. (Occasionally, I see the opposite. Might write about
As I said in an earlier column, it’s not enough to slap the tile of Scrum Master or Agile Coach on a project manager, manager, or whatever other warm body happens by. It’s also not enough to look for the keywords “CSM” or “coach” on a resume. If you are serious about helping teams learn
If you’re a hiring manager, you know that a typical hiring process emphasizes technical skills, functional skills, and industry knowledge. Interpersonal skills are near the bottom of the list, if they make the list at all. However, if you’re hiring for an agile team, or any other team that must collaborate to succeed, put interpersonal