Moving Towards Structure презентация

My Story Grew Rent the Runway’s engineering team from ~12 to 55 and counting

Слайд 1Moving Towards Structure
Camille Fournier
CTO, Rent the Runway
@skamille


Слайд 2My Story
Grew Rent the Runway’s engineering team from ~12 to 55

and counting


Слайд 3My Organizational Goals
To create a relatively meritocratic environment
To limit bias
To develop

the leadership talent on my team
To hire a diverse workforce

Слайд 4Flat
We start flat, except of course for “the founders” or perhaps

“the executives”
First you have 3 directs
Then 5
Then 10
Then… you start to break down

Слайд 5Time to add some structure!
Maybe I’ll hire a VP of Engineering!


Слайд 6How about a Tech Lead?
Great I’ll take my most senior/favorite dev

and make them “Tech Lead” of some of the software

Слайд 7Perhaps a Director of Engineering
Not quite VP, not quite Tech Lead


Слайд 8Either way, your flat is dead
It was never true anyway, so

it’s probably for the best


Слайд 9What does this new leader DO?
They make my life easier, of

course!

Слайд 10No, really
I dunno. They handle…
Project Management!
People Management for part of the

team!
All Management so I don’t have to!
Architecture!


Слайд 11If you don’t know, you’re set up to fail
Inevitably, this person

is going to not read your mind exactly the way you wish they did
How do you know whether they’re incompetent or just confused?
How do you hold them accountable when you don’t know what they’re SUPPOSED to be doing?

Слайд 12“They’ll define the role themselves!”
If you hire someone who has done

this job before and you have a shared context, that might be ok
IE, you both worked for Google, and you hired a senior manager at Google to be a Director of Engineering

Слайд 13A bad, but common, case
HR hires people with random titles based

on what you said you needed to hire
“Frontend Engineer”
“Lead DevOps”
“iOS Specialist”
Pay people directly based on experience and whatever HR magic formula

Слайд 14Creating Clarity
The minute you create hierarchy, you need clarity


Слайд 15The Engineer Ladder: What
The list of job levels and the description

of what goes in each of those levels
BEST PRACTICE: Above Senior Engineer, has a separate path for “Manager” vs “Individual Contributor”
A device to create clarity on your team and, if done well, limit bias

Слайд 16The Engineering Ladder: Why
Gives you a framework for hiring, paying, promoting
Forces

you to become more clear in what you expect from people
Forces you to push that clarity into your hiring process and possibly hire better
Gives your team a growth path that helps them imagine their future with you

Слайд 17Creating an Engineering Ladder
Step 1: Ask your friends for theirs
Step 0:

Make friends with people who have teams big enough to justify a ladder
Step 2: Be realistic about how it applies to your team
You may not need all the levels. You may need more levels.
Write it up. Get feedback. Rewrite it.
Share it.

Слайд 18I really don’t want to do this
Why not?


Слайд 19I’m afraid everyone will be clamoring for titles
They probably will when

you roll this out BUT
This gives you the chance to make it clear to them what success looks like!
Give them something to work towards!
Give you both a framework for talking about how they are succeeding and how they are not

Слайд 20Expect some anxiety
Ladder rollouts do generate anxiety around upward mobility
On the

flip side, with no ladder, people that care about upward mobility leave for a better title elsewhere


Слайд 21I’m afraid people will think they should be promoted who aren’t

ready

Well then, that is why you need to be very clear about what you expect at each level
People will want to be promoted with or without a ladder, if you have any sort of leadership
They’ll also want bigger pay, more options, bigger projects
How do you determine who gets what?


Слайд 22I’m afraid titles will cause us to lose voices of others
It

takes more than “no titles” to ensure that voices are actually heard


Слайд 23There are more paths to excellence than climbing a ladder!
True! And

a ladder doesn’t take the place of other training
Embrace add-ons, badges, specialties

Слайд 24Premature optimization!
True. You probably don’t need to do this when you

have only 1 non-founder/executive “leader”
But the minute you need 2…


Слайд 25WHAT ABOUT MY VIBE?
Your vibe is a function of your company

values and culture
Do you know what your company values are?
It is very possible to design a ladder to reflect and reward those values

Слайд 26I’m the CTO, this isn’t my job!
Like hell it isn’t
If you

are very lucky, you might find a VPE to do this for you
I would not hold my breath
This isn’t rocket science. If you can architect a system, you can architect a team.


Слайд 27Conclusion
Clarity Clarity Clarity
Clarity


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