Tag Archives: power

Hiring is a Team Activity

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 involving the team. His rationale was the team had fallen into group-think and needed “new blood” to shake them up. When I visited, I found a fractured team. The new member struggled for credibility. Half the team wouldn’t speak to him. The other half of the team spoke to him–and resented their former teammates for ostracizing him. The team wasn’t stuck in group-think any more, but they were too busy bickering to get much done.

Whatever the issue–workload, projects that require specific technical or domain skills–involve the team in the hiring process. You’ll increase the chance of a good fit and gain commitment to help the new hire succeed. Plus, sharing power with the team helps create partnership.

Describing the Ideal Candidate

Teams often have a good idea about what’s missing on the team and where the bottlenecks are. They know when they no longer have the capacity to keep up with an increasing workload. Look at the current work, and the near-future work. Examine the current skills and work approach of the team. Then, work through a job analysis such as the one posted here.

Developing the Question Set

Involve the team in generating a list of questions that will reveal the candidates’ qualifications. Questions should focus on the skills, qualities and characteristics from the job analysis. Once you have a list, arrange the questions in logical groupings and prioritize them based on elimination factors along with required and desirable elements from the job analysis.

Finding Candidates

Team members may know others who are likely candidates. Activate those social networks! But don’t rely on the team to fill the funnel and sieve the candidates. Enlist HR to recruit and screen. Winnow down the likely candidates through phone screens. Bring the team back into the process when you have a handful of suitable candidates.

Interviewing

Assign one team member to each question area to avoid subjecting the candidate to the same questions over and over, and ensure all areas are covered. If the team members are sufficiently skilled, have them do one-on-one interviews. Or have a lead interviewer present in all interviews and assign a different team member present for each interview segment. The team member can ask the bulk of the questions, but the lead interviewer is there to listen for areas to probe for more information. This is a good option if the team hasn’t been involved in interviewing before.

In the United States, some questions are illegal, while some are okay if you ask everyone the same question. I don’t expect team members to know these rules. Invite your HR representative to brief the team on what’s appropriate and what is not.

You may want to do some practice interviews so team members know what to listen for, how to probe for deeper insights and recognize red flags.

Auditioning

Auditions provide a candidate with the chance to demonstrate relevant skills. Unlike solving puzzles, these auditions relate directly to the work the candidate would perform. You can ask a person to write a small function in a language he claims to know. You can sit him down in front of a product and ask him to test it (after you’ve given him enough background information so he’s not completely lost). You can ask a designer to review an existing design and add some new feature. No matter what the job, you can devise a way for the candidate to show his stuff.

Pairing

Some companies seem to think that as long as a candidate can solve cognitive puzzles and answer technical questions, they’re good to go. Technical skills are a necessity, but not sufficient to succeed in most organizations. This is especially the case when team-based work or communication with other humans is involved.

Pairing–whether to program, test or design–gives a window into technical skills and much more. More and more companies are bringing in top candidates to pair for a half or full day. You will need an NDA (nondisclosure agreement), and possibly need to cover some expenses for the candidate who is probably using a vacation day to participate. But at the end, you’ll know much more about how the candidate responds to new situations, and how he approaches problems. You’ll know how something about how he enters groups, and his ability to interact with people on the team. You’ll know whether the candidate is confident enough to ask questions, admit when he doesn’t know something and is willing to learn from others. You will avoid hiring someone who will rub everyone on the team the wrong way.

So you’ve involved team members in various ways. Now what? It depends on how much you want the team to invest in the new hire’s success.

Choosing

From a legal perspective, an agent of the company must make the salary offer and complete the legal aspects of hiring. But choosing which candidate is the best fit is a shared responsibility. Bring the hiring team together and pool the information. Check for elimination factors and see who you are left with. If you end up with only one candidate, your work is still not done.

Create a gradient of agreement to gage the level of support for the candidate. When there is only lukewarm support, keep looking. If support is bifurcated, explore the reasons for both strong support and opposition. In some cases, hearing another point of view will change some minds. But if not, move on. If you hire someone abhorrent to one member of the team, you’ll have problems in the long run. (Of course, if there is someone who is opposed to every candidate and has no credible reason, you’ve got a different problem.) Strive for consensus–you want the team to support the person, not tolerate him or her. Over-rule the team at your peril–because if you do, you will own every problem with the new hire.

It’s an Investment

Preparing team members to participate in the hiring process will take time–time to coach the team on which questions to ask and which ones to avoid; time to teach the team what to listen for; and time for practice interviews. Is it worth it? Yes! Interviewing is a broadly applicable skill. The abilities to formulate questions and to listen for what is said and unsaid are invaluable in speaking with customers, clarifying problems and devising solutions.

The person who makes the hiring decision has a vested interest in having that person work out. Including the team in the hiring process ensures that the manager is the most invested party. Because the team chose the new candidate, they will be more willing to show the new person the ropes and explain the context and domain. They’ll be more likely to offer help and encouragement. By having the whole team involved, you’ve created a support group to aid the new person with integrating into the group and become a productive member of the team.

Most importantly, involving more people in the hiring decision shares power and creates partnership. And if you want to get the best out of people, that’s what you want to be–partners.

Resources

If you want to learn about hiring–soup to nuts–get yourself a copy of Hiring the Best Knowledge Workers, Techies & Nerds by Johanna Rothman.

This article originally appeared on Gantthead.com.

Command & Control: Let’s talk about power

Command and control isn’t just a mindset and a style of management (though it is both those things). What we don’t often talk about is the power that rests with people in management roles.

Traditional managers have power, and that power comes from different sources. Part of what rankles people in traditional organizations is the way managers wield power. I’m not suggesting throwing out all managers or eliminating all controls–controls help ensure a system is functioning within appropriate boundaries. That’s the case whether we are looking at the financial system, training system, administrative system or any other system in the organization. But controls are different from keeping people in line through positional power–which is the essence of Tayloristic management.

The notion that managers must keep people in line assumes that those people are neither responsible nor intelligent–that left to their own devices, they will make irresponsible and stupid mistakes. In many organizations, managers say they want people and teams to be responsible and accountable, then treat them like children. Let me give a concrete example. One manager I know exhorted people to take responsibility for their professional development. Then when a developer asked to attend training, the manager grilled him on the nature of the training. After the grilling, the manager asked the developer to produce documentation. Finally, the manager rejected the developer’s request because the no one “responsible” in the company had vetted the training. This is an extreme example, but one that makes the point. When managers tell people to take responsibility, then force them to ask for approval, they are sending a mixed message. You can guess which part of the message people believe. They hear, “you are not capable of making a wise decision, I must exert my authority to prevent you from doing something irresponsible or stupid.”

One way to dis-aggregate power is to delegate some power to teams. For example, you could delegate authority for a portion of a training budget to a team. Establish guidelines, (e.g., training must be relevant to current or future projects, or must increase capacity in some other relevant way). Then let team members assess what training they need to improve their capability. Guidelines act as controls, within which the team has autonomy. Both are necessary. The team exists within the context of the organization. Managers do have a fiduciary responsibility. But managers don’t have to force other adults to come as supplicants to fulfill that responsibility. Other areas that are easy to delegate are tools used within the team, books and periodicals, and conferences.

People in management roles can share hiring decisions with the teams who will work with the new person. Rather than have individual managers make decisions about promotions, have a panel. Place professional and career development with mentors, instead of with the manager who evaluates or supports the team.

When power isn’t concentrated with a group of people (managers), there are many more possibilities for creativity, partnership, and empowering leadership.

(This is an excerpt from an interview in Lean Magazine, published by Softhouse.se)

Mary Parker Follett on Leadership

Came across this quote today–seems a propros the discussion of management and leadership.

It seems to me that whereas power usually means power-over, the power of some person or group over some other person or group, it is possible to develop the conception of power-with, a jointly developed power, a co-active, not coercive power.

If leadership does not mean coercion in any form, if it does not mean controlling, protecting or exploiting, what does it mean? It means, I think, freeing.  The greatest service [one person] can render another is to increase his freedom–his free range of activity and thought and his power of control.

Leader and followers are both following the invisible leaders–the common purpose.

Mary Parker Follett

What comes up for you when you read this?