People are sitting at home all day working, so you can’t bet on their forming bonds getting them past the early days in the company. You need to manage energy levels, create opportunities for bonding, and make onboarding useful.
2. Make it flexible
Make your onboarding process modular, so you can keep iterating in small increments. Just like microservices.
Different time zones also require flexibility. Make sure to provide opportunities for facilitated and individual learning whenever possible.
3. Make it active, synchronous, and hybrid
This is where the magic happens. Adjusting to time zones will make your process hybrid.
You can make it active by giving them real tasks to do and synchronous by providing tools like a virtual pod and available experts of their area.
There is a lot more to remote onboarding and especially to this last point. Do you want to take a deep dive?
You may be told that an engineering team underperforms, but in reality the expectations may be set too high. Keep an open mind as you examine the people, process and technology aspects of the team.
2. Set realistic velocity goals
You need to set up proper goals for the team. In software engineering, the correct way is to set up time distribution among different aspects of the work, like feature development, maintenance, security and support.
It’s usually best to prioritize active ways for sharing knowledge, and be pragmatic about how much effort you put into each method. Make sure you get the most benefit with a reasonable investment.
2. Documentation is overrated
You can’t ignore documentation, and there are key things you always need to document. However in many situations you can get away with less documentation than you’d expect, so look for opportunities to save some time and effort.
1. Use skips to build relationships and share insight
This is the very idea behind skip level meetings. You need them the most, when you’re not involved closely with the team’s work on a daily basis.
2. You get feedback about the in-between manager
Management doesn’t have hard metrics. You can only tell how well a manager is doing by getting feedback from their team. It’s not spying. Everyone should know about it, and you can either reward them or help them improve.
Here are some key takeaways you can start working on right away:
1. Trust and psychological safety
It’s the manager’s job to create a space where the team members trust each other, and aren’t afraid to fail. This is the foundation of a happy team.
2. Realize that everyone is different
You need to understand that each person has different priorities. The Moving Motivator cards are a great way to lay down the groundwork for understanding each other.
Whatever position you’re applying for, go through the job ad, and tailor your CV. Highlight or add any relevant experience you might have.
2. Highlight achievements
Highlighting achievements, projects you’ve delivered and their impact is a great way to get attention. Very few applicants do this, but it shows a business mindset, and awareness of your work beyond the code you write.