The main focus in the IT recruitment process goes towards finding the people with the best technological (and abstract reasoning) skills. Rightfully so, these technical capabilities are THE necessary prerequisite for any good employment in our industry. At the same time, the big employers are also oriented, in their hiring strategy, towards searching and matching the best "characters" to a particular advertised position. This is understandable as the big companies are more stable than the start-ups, so the large organizations will invariably put more emphasis on long-time stability than on short-term outstanding results. That's why the corporate hiring staff usually has two main approaches.
Change represents the focal point of various studies, books, articles and conferences from all fields of inquiry. Undoubtedly, our personal and professional life is more dynamic than ever, being filled with unforeseeable challenges day by day. The world around us changes at a high rate as part of (mega)- and (mini) revolutions across several walks of life. Agile is also about change, more precisely about the changes that teams have to deal with. Agile values and principles focus on the benefits and speed of change. Agile represents a major change, both for the teams which want to implement a particular Agile methodology and for the ones which are constantly evolving.
BusinessDictionary.com gives us an extremely simple and comprehensive definition: feedback is the process through which the effect of an action is transmitted back (fed-back) with the scope of modifying future actions. In a work environment feedback can be formal, as part of the evaluation process, the objective being the alignment of behaviors and attitudes to the organizational standards of the company where we work, or informal, as one-off reactions to our daily activity (expressed directly or indirectly…). Nothing too complicated so far. But we are only human. And nothing is as simple as a dictionary definition when it’s about people because emotions always get involved. We’ll get to that a bit later.
You got that job you wanted: you are a software developer. Just got out of university, with big plans, moved or living in a big city with high prospects in the IT Industry. The world is yours and you. are. trending! There is a lot of hype around you and you know you are in the right place. Passion and coffee gets you up every morning as you devour this new field. Soon some years pass, you learn the methodologies, the process, the way of working. You share your project leaders’ opinions, learn from them, but soon develop your own. Some things they get right, other you can do better. More years pass, you start to develop new abilities that are now not so technology-oriented, but more people-oriented. You start to care about your team's health and your effort to do better is noticed by the company you work for. Soon, you find yourself in a formal or informal leader position and somehow have the satisfaction that you can help others.
What is a stereotype? A stereotype is a concept that puts a limit on reality. Stereotyping is represented as a negative paradigm, often present in the context of short-term decisions without a broad vision of the future. Corporations, generally those working in the IT field, have well-defined processes as a result of many years of analysis and testing of various techniques. Processes within a business are typically divided into three categories: primary, support, and management processes.
First of all I should begin with what I do: I manage a 40+ IT consulting, training and software development company, and I work as trainer and consultant for customers in Romania and abroad, dealing mostly with Cloud technology.
According to the Scrum Alliance, “Scrum is an Agile framework for completing complex projects. Scrum was originally formalized for software development projects, but it works well for any complex, innovative scope of work. The possibilities are endless. The Scrum framework is deceptively simple.
Big data seems to be on everyone’s mind nowadays. As a product person myself, I know that good product managers have always been data driven. However, what we witness today is an explosion of endless tools and methodologies that depending on how they are used can either make or break a future product. A growing number of product managers are struggling with this abundance of data that generates more “noise” rather than better clarifying analysis and decisions. It’s a known fact that 96% of all innovations fail to return their cost of capital (Deloitte). In this context, it is almost a no brainer that smart companies should change the way they are managing new product development. Several studies have demonstrated that those companies that manage to determine their customers’ needs and then innovate to meet them are much more profitable overall than companies who are not customer-centric.
A colleague (who is more thorough than I am) told me to how many technical interviews he attended in 2016. It was a big, but irrelevant number, which made me ponder about the power and responsibility people have when they JUDGE a person. Scared of how curt and terse « to judge » actually sounds, I applied the corporate filter and I decided to use “to evaluate” instead. It does not come off so strong. The evaluation process entails a person’s ability to be objective, while judgment seems godly and somehow final!
We all know that the way in which software products are delivered has changed a lot in the last few years. There is an increasing need to deliver things faster and to ensure that what we deliver is high-quality. If some years ago, development teams had enough time to design an architecture, to plan what they developed very well, in the last few years, the same teams do not enjoy the same amount of time. For this reason, the work methodologies laid great focus on the time required to deliver a product. We live in a globalized world, a state of affairs which can be seen in the way teams are built. Some time ago, development teams shared the same location. This is no longer valid. The majority of the development teams are distributed on different time zones and across various cultural contexts. In spite of all this, the high-standards of software product quality is as high as it will ever be.