Inspire, develop, and guide a winning organization.
Create visible workflows to achieve well-architected software.
Understand and use meaningful data to measure success.
Integrate and automate quality, security, and compliance into daily work.
Understand the unique values and behaviors of a successful organization.
LLMs and Generative AI in the enterprise.
An on-demand learning experience from the people who brought you The Phoenix Project, Team Topologies, Accelerate, and more.
Learn how making work visible, value stream management, and flow metrics can affect change in your organization.
Clarify team interactions for fast flow using simple sense-making approaches and tools.
Multiple award-winning CTO, researcher, and bestselling author Gene Kim hosts enterprise technology and business leaders.
In the first part of this two-part episode of The Idealcast, Gene Kim speaks with Dr. Ron Westrum, Emeritus Professor of Sociology at Eastern Michigan University.
In the first episode of Season 2 of The Idealcast, Gene Kim speaks with Admiral John Richardson, who served as Chief of Naval Operations for four years.
New half-day virtual events with live watch parties worldwide!
DevOps best practices, case studies, organizational change, ways of working, and the latest thinking affecting business and technology leadership.
Is slowify a real word?
Could right fit help talent discover more meaning and satisfaction at work and help companies find lost productivity?
The values and philosophies that frame the processes, procedures, and practices of DevOps.
This post presents the four key metrics to measure software delivery performance.
April 16, 2024
In today’s fast-paced and ever-evolving business landscape, organizations are constantly undergoing transformations to stay competitive. However, amid these changes, many companies overlook a crucial aspect: the continuous (re)recruitment of talent. Dr. André Martin, in his book Wrong Fit, Right Fit, emphasizes the importance of aligning talent with the company’s purpose, values, and ways of working to ensure long-term success.
Dr. Martin argues that simply onboarding new employees is not enough. Companies must go beyond orientation and invest in cultural immersion—a set of experiences, events, and tools that allow new joiners to understand what is expected, what is valued, and how work gets done. By immersing talent into the company’s culture from day one, organizations can ensure that employees are aligned with the company’s mission and values, leading to higher engagement and commitment.
As teams become more distributed and work becomes more asynchronous, the role of managers has evolved. Dr. Martin suggests reframing the role from “manager” to “team leader.” Team leaders are the lynchpin of engagement, retention, and growth. They must be equipped with the tools, resources, platforms, and training needed to model “the company” and create a strong team climate.
While much focus is placed on developing great managers, Dr. Martin emphasizes the importance of building great team members. By investing in the development of team members, companies can increase the chances of having great managers. This can be achieved by identifying and replicating the qualities of exceptional team members, focusing on developing teams together through “teaming,” and assessing for team membership skills during recruitment.
Traditional performance management systems often focus on individual achievements and annual reviews. However, Dr. Martin argues that in today’s world, organizations should view performance as a collective act. This means having one strategy and a collective of annual operating plans, focusing on outcomes rather than activities, and celebrating “better practices” across the organization.
With the changing cycles of commitment and the rise of the “infinite browsing mode,” companies must find ways to keep employees engaged and committed. Dr. Martin suggests shortening the cycles of interaction and taking advantage of more touchpoints, transitions, and transformations. This can be achieved by collecting and curating forums and gatherings, ensuring strategy is participated in (not just developed), and ending the “meeting mania” that plagues many organizations.
Transitions, such as promotions or role changes, present an opportunity for companies to re-recruit employees. Instead of rushing talent through these transitions, organizations should see the time in between roles as an essential element to long-term performance and dedication. This can be done by respecting the end of the effort, using the time to (re)recruit talent back to the company, providing self-reflection opportunities, and setting up 90-day plans with new managers.
In times of transformation, companies often focus on redesigning the organization and reshuffling roles without considering how work must be done differently. Dr. Martin emphasizes the importance of “starting slow to finish fast” and ensuring that the transformation of ways of working is as clear as the strategic bets made by the company. This means resetting everything from job descriptions to goals, incentive structures, technology, and decision rights.
As business and technology leaders navigate the challenges of a constantly changing landscape, the continuous (re)recruitment of talent becomes a critical factor in organizational success. By focusing on cultural immersion, redefining the roles of managers and team members, maximizing moments that matter, and mining the value of transitions, companies can create a “right fit” experience for their talent, leading to higher engagement, productivity, and long-term success.
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