What are managers doing to mentor and support new talent? What is working for your company? Where are efforts still struggling or failing?

Go to the profile of Jo Burkholder
Jo Burkholder on May 20, 2020 • 6 answer
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During these COVID times, I have taken to doing more touch points. 1:1 connections. Discuss future opportunities, encourage learning from some low cost sources, and discuss how they might fit into future initiatives and projects. They are nervous in organizations that are experiencing downturns...and we need to reassure as much as we can about focusing on their performance , learning from this ambiguous time, and how it is building resiliency in thrm.

Go to the profile of Kerry Davis
Kerry Davis on May 20, 2020
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If you are using external sources what are you using and for what types of support? Developing technical skills, soft skills, community and connection building? How are you monitoring/measuring success?

Go to the profile of Jo Burkholder
Jo Burkholder on May 20, 2020
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Here are a few things below - I'm waiting to hear from some of my managers

Creating on boarding checklists for general to application specifics including role based specifics
Setting up mentors for all new employees to assist in onboarding and ongoing knowledge transfers sessions
Meeting weekly to review onboarding checklists, review areas of progress , discuss any concerns with KT sessions and mentoring
Retro meetings with new employee and mentors at 2 weeks. 30 & 60 days to ensure knowledge transfer and retention and set new goals for next time period.

What is working for us?
Increased communications
Mentors for each new resource – sometimes 2 mentors
Planning for onboarding with whole scrum team so that each team member has time with new hire to build out the network for the new hire
Using recorded knowledge transfer session so that the new hire can review multiple times if necessary
Regular Touchpoints

What efforts are we failing or struggling in?
We are lacking in documentation on different levels however I see this as an opportunity for the team do better and create documents

I hope this helps!!

Go to the profile of Julie Larson
Julie Larson on May 20, 2020
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@Julie Larson,
What has the impact been on your retention of new employees generally and on underrepresented groups in general? Have you been able to track this?

Go to the profile of Jo Burkholder
Jo Burkholder on May 20, 2020
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We have created Trello boards or JIRA KanBan boards for onboarding and enablement activities. Skip-level meetings are encouraged. We have asked managers to work with the new members on their Objectives and Key Results, goals, and help them with skills growth. We use Degreed and PluralSight for a lot of enablement. Also, we have ensured that the buddy assigned to the new team member pairs more closely, and uses the Trello Board or KanBan board to have a daily standup and a spindown with the new member.

These increased interactions seem to work well. The buddy system is hard to implement remote, but actually has been very beneficial. As a personal twist, I have cleared 60% of the buddys' calendar so that they can pair with the new team member and ramp them up quickly. It inevitably gravitates towards work, so the overall loss of productivity is minimal. I have found that providing a leaderboard/badge/reputation system for new members incentivizes them to ramp up quicker.

Go to the profile of Gautham Pallapa
Gautham Pallapa on May 21, 2020
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Additional information from my team and my newest employees:

- Setting up a coding partner(s)/contact(s) for new hires to help with questions and when needed paired programming on tasks assigned
- Making sure the product owner, team lead, and supervisor are always available to help with questions as needed
- Meeting with new hires every other week, more if needed depending on level and needs of hire

Here’s what’s working for my team:

- Expanded communication, including two scrum meetings a day (morning/afternoon)
- The coding partner/contact appears to be working well in tandem with the lead, product owner and myself being always available for help and guidance
- The extra scrums are really helpful in keeping not only new hires but seasoned team members stay in the loop. We’re planning on keeping the two scrum layout even when we’re all back in the office.

Efforts that we’re lacking or struggling in:

Documentation of systems and what we maintain and how we do our branching and source control across the team within Azure/Git. (For now the extra communication between team members along with the extra scrum meeting is helping alleviate any pain points from the lack of documentation.

Go to the profile of Julie Larson
Julie Larson on May 21, 2020
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