… and ran away (!) On the second day, not actually started working Because I did not pass the credit for the books of the employee, missing half of the materials (not seeing them in the letter). And I think this is a great result of the adaptation system.

I’ll step back a little bit.

Probably everyone who reads me knows that we have employee books that every new person in the company studies right after they come in, and before they start performing their tasks.

The books consist of three sections –

General information (about the market we work in, what we do, why Corada is called that, etc.)

Job information (what is NDA and why is it important, how to work with the internal accounting system, when and what marks to make about the work, how to set tasks to others and accept tasks to work, etc.)

Description of the actual role(s) that the employee will perform. Here it can be a description of the expected results, standards, rules of work with requests (for technical support), or the rules of registration of the code and test cases (for programmers), etc.

Nothing supernatural. In this way we quickly, uniformly and without forgetting anything important, immerse the new employee in the context of his work, talk about the environment, colleagues, other departments and their expectations.

We immediately warn that after confirming the reading – there will be a credit for understanding the statement and knowing “where to look”.

The speed of the person is clear – if a new employee has been studying books for several days, it’s already a red flag. How many times that has happened, it has always meant low speed of work and perception of information.

The attentiveness is understandable .

…and attitude to work. Who is going to work here, read carefully and have an interesting conversation with him about the company, about his future work, and so on.

So, the tech support specialist I wrote about in the beginning

Lost half of the materials (didn’t see them and didn’t read them).

Failed to pass the test (this is nonsense – we have not a school, and the test is not to “memorize”, but just a heart-to-heart talk).

Went to read the missed documents.

Wrote that he decided to look for work, and not to go out yet.

And this is VERY good for business. The man has not had time to consume the resources (time, attention) of colleagues. He hasn’t had time to hurt his clients. He quickly understood that there were certain requirements which had to be fulfilled, and decided to look for a company which would be easier, and he wouldn’t have to try and work hard.

The post About credits and newcomer adjustment appeared first on BeaHan.

So, about the thesis “normal programmers don’t solve problems”.

Now we have a lot of really cool developers. And they all came out through test assignments, and interviews with an architect/senior programmer. None of them have had a problem with it. Many at the beginning of communication themselves ask about test tasks (say, send me the tasks, I’m ready to do them today). That is, for the vast majority of normal. If for you personally it is not normal, it does not mean that the same for all

We certainly look at how many people disappeared after they were warned that there would be a test task (or openly stated that the tasks are not solved). These people are not very many, maybe 10 percent of those we decided to invite. Most programmers are completely normal to the tasks, if they see that they are really a test (ie, they can not use in reality, the client).

Some of those who have solved – said that the problems were interesting.

Some of those who haven’t solved them ask for comments, tell us what the problems are (and we always do).

Some of those who proudly (indignantly) refused to solve, after a while come back and say they’re still willing to try (because the work is still needed).

“Tasks can be bought.”

Well in theory, yes, you can find someone who will do the test tasks for you. But why? Why such a complex quest (to find someone who will do, pay him, to dock on time with us and with him), if then there will be an interview with the architect. Well, the tasks you buy, but the answers to the questions (which you do not know in advance)?

Over the history we had only one programmer, who in the work showed a significantly lower level than the tasks. Here he could really “ask a friend for help”. But then we did not have an oral interview with the architect.

Conclusions.

There are different realities, there is a reality of people where the tasks are not cool, and the programmer should be hired just because he told us that he was a programmer. Well, OK, if there are such companies, that’s great. It’s not like I’m forcing anyone to solve problems by force and deception.

There is my reality, where any skills and knowledge can and should be tested as much as possible before the person goes to work. And by the way I honestly believe that this is good for the person. Than to go out and after 2 weeks of probation again look for a job because “not suitable”.

Congratulations, we are different) And it does not mean that one of us is right and one is wrong.

By the way, when you hire a driver, don’t you have to ride with him first before trusting him with your family, your car, too? It is enough that he said that he is a cool driver, and he has a license? When hiring a 1C consultant should not test his knowledge of 1C. Because a good consultant will be offended by the fact that he was asked questions. And when hiring an accountant there is no need to test his knowledge of accounting either. A good accountant will not go for a job interview where at the entrance are tested on professional skills… Well, that’s just thinking out loud.
Tags: business, hiring, employees

The post Hire. “I never do test jobs.” appeared first on BeaHan.

He said to me:

“You told me about your adaptation system, how strong and detailed it is. But I see that you do not teach anything, nothing is clear, and your materials do not help, I have read everything, my head is buzzing, and the appointed mentor does not want to sit with me and show me how and what to do.

I was thinking “geez, yeah, how come, where’s the mistake in the adaptation?”

And then I realized that it’s important to separate adaptation and learning, and the error is actually there and it’s elsewhere.

Adaptation – we take a person who is able to do our tasks, has all the necessary knowledge and competencies to do that, and we tell him how to do those tasks in our company. Where to take the tasks from, in what sequence to do, who to go to with what question, where to get what templates and examples, etc.

Training – we take a person who can’t do our tasks now, but has potential. And we teach.

Training is long, complicated and does not always bring results. Adaptation does not always bring results, but it is much easier in the organization and you can quickly see if the adaptation was successful.

We decided for ourselves a long time ago not to teach anyone, but to adapt. Therefore we develop at the same time

The adaptation system for all positions from assistant to manager to PSO.

The hiring system, which allows us to hire only people who can already fulfill our tasks.

Thus, in the situation above we really had a mistake, but an error in the hiring system, we took a person who is not able to do what we have to do on this position. Well, we didn’t plan to teach. We do not teach accountants, programmers, analysts. There are special courses and educational institutions for that.

We helped my colleague find the right training course. I think we had a positive exchange of views, but all the same, both sides spent time, not good. Error must be corrected.

And you decide for yourself – do you have training or adaptation at the entrance to the company? If the answer is “nothing”, please contact us, we can help with materials and processes of adaptation. But not with training

The post Training or Adaptation appeared first on BeaHan.