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skip to content fragile people and computers, mostly menu about management recruitment development how to scale an engineering team i recently spoke at code slinger on the subject of scaling engineering teams through periods of rapid growth. the video is not yet publicly available, but here are the slides and a supporting blog post . neilisfragile management , recruitment 2 comments september 12, 2017 0 minutes hiring for cultural fit just a quick one. i recently wrote a guest post for stack overflow careers on the subject of hiring for cultural fit, the post lives here . neilisfragile management , recruitment leave a comment july 5, 2015 0 minutes hiring for retention – or how to suck at recruitment unicorns!, 10x engineers!, we only hire the best!, the war for talent! hiring quality developers is a hot topic, you can’t move for guides on how to get the very best to work for you. in fact it is such a hot topic that many writers on the subject forget why recruitment is on the table in the first place. in order to be successful, a business needs to be able to build highly productive, durable teams that can adapt to changes to the business of over time. to do this, good recruitment is essential, but is only a small part of the whole. start ups pride themselves on disrupting the status quo, reimagining products and processes to gain an edge over incumbents. this has led to rapid innovation in engineering, product and marketing but hr, and relatedly talent management, has for the most part remained static. what would happen if talent management was re-imagined from the ground up where the only metric to optimise for is retaining quality teams? how would the roles of recruiters, hr and functional managers evolve in response? i’ll go through four suggestions of what a retention optimised system would look like. the conclusions are counter-intuitive and in some cases directly conflict with current recruitment good practice. optimising for retention means that a company will undoubtedly lose out on quality staff in the short term. i should say that every suggestion is something that i have implemented myself in multiple teams. i have run each over a sufficiently long period to believe that it supports retention in the long term. for arguments sake i will consider ‘long term retention’ to mean a company tenure of greater than five years. since i’m writing from my own experience, there is a bias towards software engineering organisations in a startup environment. though i think many of the lessons can be applied more generally. before i get there though, let’s just recap on why retention is important. why is retention important? culture long term investment in staff possible get you through the hard times much cheaper… retention is critical for building a strong culture. if you want a culture to persist you need continuity, especially from your most influential staff. i’ll talk about culture in detail later. secondly, an assumption of long term retention makes it easier to invest in people. this means that they can improve at their job, also improving the team and subsequently improving retention… it also means that every part of the business is likely to have good industry domain knowledge. so not just an expert on software development, but also knowledgeable about the fashion industry or the telecoms industry (say). this domain knowledge allows the team to make better decisions on a day to day basis. when everything is going well in start ups, the team can forgive most things, but every company goes through rough patches. perhaps there is concern over a new direction or growth is slowing. it is at these times when you really need a team to pull together to get the company through. also, it’s cheaper. all manner of management consultancies have tried to put a cost on replacing a member of staff, they seem to be landing at between one and two year’s salary – i’ll not argue. in short, companies that can develop and retain their best staff will have a clear advantage over those that do not. hiring for retention with that in mind, there are four areas that i’d like to discuss further. embedding recruitment into the culture sell the company, not the role hiring exclusively for fit don’t mess about with money embedding recruitment into the culture every recruiter i’ve ever talked to says that they really benefit when the hiring manager is engaged in the process. how do you actually go about making this happen? there is only so much a recruiter can do. recruitment has to be everyone’s business, and management should make sure recruitment activity is a first class citizen. this means two things:- make working in recruitment aspirational, reward recruitment skills like any other skills. if one of the team is spending 20% of their time on recruitment and their peer is spending 0% then comparing them solely for their engineering output sends a very strong message that recruitment doesn’t matter. recruitment is hard, so you need to find ways to help people improve. this could be as simple as adding a high level of transparency to the process and give constant feedback. whatever you do, people must feel that they are learning a skill that is valued highly in the company. to be honest i think that embedding recruitment into the culture is something that is always a good idea, regardless of how you are recruiting. so not especially controversial, it just requires sufficient on the part of management. onwards. sell the company not the role the role will undoubtedly change, the company will not. if the goal is to focus on retention rather than simply getting the best candidates through the door, it is most important that the candidate is sold on the company. this can create a conflict since a great way to close a candidate is to help them imagine what their new job will be like. this means going into detail on the specifics of the role, the immediate project etc. if instead the bulk of the sell is around the company, it is entirely likely that you will lose out on quality staff, though those that you do hire will be that much more durable through the inevitable twists and changes that will occur in coming years. it is worth noting that this idea is well established. it is relatively easy to do in a startup context, since a company’s mission is likely to be extremely important to the candidate, but it is also possible at much larger organisations. facebook, for instance, wait until after their 6 week bootcamp before pairing staff up with their eventual teams. selling the company not the role will help with long term retention but it will definitely mean losing out on capable staff in the short term. if a recruiter is assessed solely on the number of new hires they can get through the door, it is unreasonable to expect them to do this. hiring exclusively for fit in 1974 following mick taylor’s departure, the rolling stones were in need of a new guitarist. the rolling stones were hot, they could have talked to anyone they liked:- clapton, beck … but they went for ron wood of the small faces. perfectly competent but the not the best guitarist available. the reason they went for him was that being guitarist in the rolling stones was much more than simply playing guitar, just being in the band was a pretty tough gig. ron got the job because he could handle all the other baggage that came with being in the stones. a pretty good hire in the end and it is fair to say that the stones know a thing or two about retention. so here i want to talk about fit and culture. these are terms that abused quite a lot and different people mean different things by them. so here’s what i mean when i say culture. it is simply what is rewarded, what is tolerated and what is punished and it is the company’s leadership, formal leaders as well as informal leaders that set it and maintain it. strong culture is essential for retention because it is culture that bind people together. life is easy when all t

URL analysis for fragile.org.uk

https://fragile.org.uk/tag/productivity/
https://fragile.org.uk/tag/scrum/
https://fragile.org.uk/tag/appraisals/
https://fragile.org.uk/tag/metrics/
https://fragile.org.uk/tag/trust/
https://fragile.org.uk/tag/wip/
https://fragile.org.uk/tag/testing/
https://fragile.org.uk/tag/moscow/
https://fragile.org.uk/tag/recruitment/
https://fragile.org.uk/tag/qcon/
https://fragile.org.uk/tag/culture/
https://fragile.org.uk/2013/07/15/what-would-happen-if-you-stopped-paying-people/#respond
https://fragile.org.uk/tag/team/
https://fragile.org.uk/about-2/
https://fragile.org.uk/tag/prioritisation/
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Domain name:
fragile.org.uk

Data validation:
Nominet was able to match the registrant's name and address against a 3rd party data source on 18-Jan-2018

Registrar:
Mythic Beasts Limited [Tag = MYTHIC-BEASTS]
URL: http://www.mythic-beasts.com

Relevant dates:
Registered on: 28-Dec-2009
Expiry date: 28-Dec-2022
Last updated: 17-Jan-2018

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  PORT 43

  TYPE domain

DOMAIN

SPONSOR
Mythic Beasts Limited [Tag = MYTHIC-BEASTS]
URL: http://www.mythic-beasts.com
Relevant dates:

  CREATED 28-Dec-2009

  CHANGED 17-Jan-2018

STATUS
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NSERVER

  NS1.WORDPRESS.COM 198.181.116.9

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  NS3.WORDPRESS.COM 192.0.74.9

  NAME fragile.org.uk

DISCLAIMER
This WHOIS information is provided for free by Nominet UK the central registry
for .uk domain names. This information and the .uk WHOIS are:
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You may not access the .uk WHOIS or use any data from it except as permitted
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