what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach [2018/10/09 09:10] – [Want to Know More?] hpsamios | what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach [2019/05/15 09:18] – Buzzer round added hpsamios | ||
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* "The organization you are working with has read a lot about agile and are working to form teams. They understand the idea of a "two pizza team" but are struggling to form these teams in all cases. How would you convince the organization that having large teams is OK?" (Looking for a " | * "The organization you are working with has read a lot about agile and are working to form teams. They understand the idea of a "two pizza team" but are struggling to form these teams in all cases. How would you convince the organization that having large teams is OK?" (Looking for a " | ||
* "You are about to facilitate a leadership workshop, involving 20 people of the extended leadership team. If I were to walk into the room where you are facilitating, | * "You are about to facilitate a leadership workshop, involving 20 people of the extended leadership team. If I were to walk into the room where you are facilitating, | ||
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+ | ====== The “Quick Buzzer” Round ====== | ||
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+ | Generally I’ve found that people I interview about Agile have sufficient information to be reasonably “buzz word compliant”. In other words, they know how to use buzzwords in a particular context. But sometimes I try to understand where people have enough detailed knowledge in an area. I’ve found a buzzer round helps me understand where people are. It also helps me understand how people deal with pressure, and what they do if they don’t know the answer to some things. | ||
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+ | The way it works is that you introduce the concept by saying “I want to understand where some of your expertise lies and rather than ask detailed questions about everything, will just do a quick buzzer round. The way this works is that I’ll say something like ‘what does USA stand for, and you’ll say ...” and hopefully they’ll say “United States of America”. “Good. Sometimes questions will be fill in the blank type questions. Ready? | ||
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+ | Examples I’ve used: | ||
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+ | * INVEST | ||
+ | * The 3 C’s of a User Story | ||
+ | * SAFe | ||
+ | * LeSS | ||
+ | * Pivot or ______ | ||
+ | * WIP | ||
+ | * ATDD | ||
+ | * WSJF | ||
+ | * ART | ||
+ | * MVP | ||
+ | * CI/CD | ||
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+ | ====== Some Notes on the Interview Process ====== | ||
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+ | Over time I’ve found that some things really help as you work the interview process: | ||
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+ | * Pair (or mob) interview: In general I’ve found it way better to at least pair when conducting an interview. What I find is that each person involved in the interview brings a different perspective to the session, and so improves the overall chance of find both good people and recognizing when there is a potential problem. | ||
+ | * Fist-of-five vote: Assuming you have multiple people involved in the interview process, do a fist of five on the person based on a key question. The key question I’ve used is “Would I go to bat for this person in order to bring them on?” but the question you use might be different based on your needs. The key point is to have people agree on this question before doing the interview so there is a common expected outcome. Other driving questions I’ve heard are “Would this person be able to hit the ground running?” or “Would I like to work with this person?”, or something more focused on organizational values like “Do I think this person will take responsibility for problems? | ||
+ | * Prepare: Preparation means that the conversation will be more structured and so provides a better chance to cover what needs to be covered. | ||
+ | * Have a way to get to “no”: No matter what your approach to the interview, make sure you have identified things that would lead you to say no to a particular person. If your discussion does not allow clear differentiation between people you’d like to bring on board and those you wouldn’t, then you probably need to work the questions. | ||
+ | * Use video: Remote interviews are done with an audio call. Since most communication is not verbal, you are missing out a lot if you do not use video. | ||
+ | * Provide immediate feedback: I’ve found that sometimes I form an impression based on an initial response that was not intended by the person. I usually end up an interview (if it has not already been discussed) by asking “do you want to hear what I am thinking? | ||
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====== Want to Know More? ====== | ====== Want to Know More? ====== | ||
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