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DOES16 San Francisco - Damon Edwards - The Talent You Need is Already Inside Your Company
The document discusses the importance of developing internal talent rather than relying solely on hiring, introducing the 'grow' mindset as a strategy to improve organizational performance. It emphasizes the need for systematic conditions that foster employee satisfaction and productivity while minimizing burnout through effective management and operational practices. The emphasis is on creating supportive environments and removing operational friction to enable teams to thrive, utilizing methodologies like lean and DevOps principles.
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DOES16 San Francisco - Damon Edwards - The Talent You Need is Already Inside Your Company
- 1. The Talent YouNeed is Already Inside Your Company Damon Edwards @damonedwards
- 2. TALENT* *The people whohave the skills necessary to make your business successful
- 3. This is nota HR talk This is not a skills development talk This is a talk about technical management Please note…
- 4. Damon Edwards Ops Improvement DevOps Consulting Tools I’vegotten to see a lot… Community
- 5. “we can’t findthe talent we need to be successful in our transformation” Executives Everywhere
- 6. The “Buy” Mindset Ifonly our recruiters could hire the best like the unicorns do.
- 7. The “Buy” MindsetMeets Reality If only our recruiters could hire the best like the unicorns do. Adrian, where did you find all of your talent?? C-Level Execs Fortune 100’s Adrian Cockcroft (Netflix at the time)
- 8. If only our recruiterscould hire the best like the unicorns do. Adrian, where did you find all of your talent?? Adrian Cockcroft (Netflix at the time) C-Level Execs Fortune 100’s “I hired them from you! The “Buy” Mindset Meets Reality
- 9. Grow the talent Retainthe talent Happy talent attracts more talent The “Grow” Mindset 1 2 3
- 10. Grow the talent Retainthe talent Happy talent attracts more talent The “Grow” Mindset 1 2 3 ?
- 11. Remember this isn’ta HR talk… I don’t know how to fix and develop the individual
- 12. … my focusis on the systemic conditions Rework Too much WIP Unclear Priorities Bottlenecks Lack of Feedback Waiting Conflicts Excessive “Approvals” Excessive Meetings Repetitive Manual Work
- 13. You need asystem. “Average leaders have quotes. Good leaders have a plan. Exceptional leaders have a system.” -Urban Meyer
- 14. How do weknow we are creating better conditions? Work Overload Lack of Control Insufficient Rewards Breakdown of Community Absence of Fairness Value Conflicts People Burnout* *Christina Maslach, UC Berkeley Organizational risk factors for burnout
- 15. How do weknow we are creating better conditions? Work Overload Lack of Control Insufficient Rewards Breakdown of Community Absence of Fairness Value Conflicts Leveled Work Empowered Sufficient Rewards Supportive Community Fairness and Transparency Aligned Values People Burnout* People Thrive* *Christina Maslach, UC Berkeley Organizational risk factors for burnout *John Willis and I
- 16. About that system…Let’s lean on Lean Value Stream Mapping Lean Waste Analysis Service Delivery Metrics Systems Thinking A3/ Improvement Kata
- 17. About that system…Let’s lean on Lean Value Stream Mapping Lean Waste Analysis Service Delivery Metrics Systems Thinking Google: DOES15 DevOps Kaizen A3/ Improvement Kata
- 18. Design patterns thatremove friction & help people thrive Improvement System DevOps Kaizen
- 19. DevOps Enterprise isa great source of these patterns “Focus on speed” “Reduce batch sizes”
- 20. DevOps Enterprise isa great source of these patterns “Dojo model to uplift teams” “Platforms funded as products”
- 21. DevOps Enterprise isa great source of these patterns “Autonomous product teams” “Empowering teams” Prerequisite: Simplify Operations
- 22. Dev/Test Release OperatePlanning Commonperception of Enterprise DevOps Transformations
- 23. Common perception ofEnterprise DevOps Transformations Dev/Test Release OperatePlanning Cross-Functional Product Teams Cross-Functional Product Teams Cross-Functional Product Teams
- 24. Current Reality ofMost Enterprise DevOps Transformations Dev/Test Release OperatePlanning Cross-Functional Product Teams Cross-Functional Product Teams Cross-Functional Product Teams ?
- 25. Complexity of EnterpriseOperations Ticket System SysAdmin NetEng CDN SysEng Ticket System SecOps Ticket System DNS PM DBA I just need an environment! Something isn’t working!
- 26. End-to-End DevOps Transformation Dev/TestRelease OperatePlanning Cross-Functional Product Teams Cross-Functional Product Teams Cross-Functional Product Teams 2. Integrate 3.Enable Standard Platforms Ops APIs 1. Simplify
- 27. Example: Ticketmaster’s “Supportat the Edge” Pattern Jody Mulkey
- 28. My interpretation ofhow they did it Dev/Test Prod
- 29. Better for thebusiness and better for employees AND… 90% Reduction in MTTR 50% Reduction in escalations 55% Reduction of overall support costs
- 30. Recap Goal: Inverse ofMaslach risk factorsMindset: “Grow”
- 31. Focus on removing friction Putan improvement system in place Go all the way with Ops Recap And don’t forget all of the HR stuff I didn’t talk about! DevOps Kaizen
- 32. Let’s talk! Especiallyabout Simplifying Ops! @damonedwards [email protected] Get the slides here
Editor's Notes
- #4 About creating the conditions for your people to flourish
- #9 Can’t beat them by out spending… they are dedicated to paying top of market… “Buy” mindset is a losing proposition when people who are already considered more desirable places to work are committed to not being outspent.
- #10 Let’s compare that with what we see the people doing who AREN’T complaining they can’t find the talent they need.
- #13 I know how to focus on removing the friction so the people doing the work, as a whole, can flourish.
- #14 Whenever people ask me about how to transform an organization. I’m always reminded about this gem from Urban Meyer (one of the winningest American football coaches ever). We see this with DevOps transformations… Average orgs talk about getting better, Good ones execute on improvement plans, exceptional orgs are systematically focused on getting better… their system makes them good at getting better. TRAN-OUT: What’s the goal of our system? We already know the goals of the system from a business perspective… Lead times, quality, cost… but what about the goals from a people perspective? How do we know this system is creating the conditions in which our people are flourishing… the rich conditions in which we can grow and retain talent.
- #15 I think we can start by looking at what we don’t want. Lets look at the conditions in which people do not flourish. The toxic environments that all IT workers want to avoid. Maslack 6 org risk factors that predict burnout Work Overload - Job demands exceed human limits, too much simultaneous work in progress, too much rework Lack of control - Inability to influence decisions that affect your job, bad things you can’t control constantly dumped on you in unpredictable ways Insufficient rewards - insufficient financial, institutional, or societal rewards Breakdown of community - unsupportive workplace environment, us vs them, overt or covert aggression or hostility between teams Absence of fairness — lack of fairness in decision-making process, you get blamed for things you can’t control Value conflicts - mismatch in organizational values and the individual’s values, doesn’t have to be major opposition to what the company does… maybe you just don’t see any connection between how you are treated or the outcomes of your work and the outcomes of the company
- #16 This isn’t part of Dr Maslack’s research.. but John Willis (my podcasting partner) and I noticed that if you take the inverse of each of these, you actually get a recipe of a positive and healthy.. it reads the the high performing organizations we see. Leveled work - workload on the individual is at a steady, manageable pace with minimal work in progress and sufficient slack Empowered - ability and authority to influence and improve the work you do and the conditions of the team around you Sufficient rewards - feeling content with the rewards you receive. Extrinsic (like money) is important. But Intrinsic, like pride, accomplishment, and feeling appreciated, are even bigger factors. Supportive community - a supportive workplace environment where you are made stronger, better, and more secure by your colleagues across the company Fairness and transparency - decisions are made by well understood criteria and the decision making process is fair and transparent. Blame is placed on the system and not on the individual. Aligned values - you feel your values are aligned with others in the company