How We Hire and Motivate Employees
Lessons from the ↗tinkoff.ru acquisition team: hiring, review, and internal mobility
Slide contents
1. How We Hire and Motivate Employees
Lessons from the Tinkoff.ru acquisition team: hiring, review, and internal mobility
2. Alexander Polomodov
Engineering manager in Tinkoff.ru acquisition
Public, unauthenticated part of tinkoff.ru
Release-free content management
Automation for acquisition channels
Advertising platform
3. Three themes for a team lead
How to keep hiring and motivation working as a system
Hiring — Large-company strengths, and the honest caveats
Review — Team impact, growth, transparent expectations
Mobility — Mobility as part of retention
4. 01. Hiring
A large company sells more than a salary
5. Every advantage has a flip side
What we sell
Brand awareness
Financial stability
Complex projects
What we discuss honestly
The brand is known for the bad too
Stability comes with legacy
Not enough of them for everyone
6. Candidates want to see the system
Products and projects
How development actually runs
Our strongest engineers on the panel
The downsides, early and directly
7. A good process serves business and team
Otherwise it will not survive scale
Effective for business
Clear goals
Explicit plans
Measurable process and outcomes
Convenient for the team
Clear role expectations
Clear communication model
Result criteria
8. 02. Review
From scattered practices to a motivation and performance-review system
9. Start with the goals of review
Otherwise any scale becomes a ritual
Motivate growth inside the organization
Account for contribution to team results
Recognize effort and progress
Objective and low-overhead
10. Every level has written expectations
11. Review looks at contribution and growth
Contribution to team results
Growth against the previous plan
A plan for the next period
12. Hierarchy appeared, so review cascades
13. By late 2018 collection was automated
A list of reviewers around each engineer
A technical-competence scale
A teamwork scale
14. 03. Internal mobility
Not an emergency exit, but a normal mechanism in a large organization
15. A move can have different initiators
That changes the conversation and the plan
Employee-initiated
Tired of the project
Wants new technologies
Manager-initiated
Poor team fit
Expected a different contribution level
16. A move is two agreements
With the receiving team
They agree to take you
Level expectations match
With the current team
They agree to let you go
There is a date and a replacement
17. Motivation is the system around a person
Sell the advantages with their caveats
Tie review to team outcomes
Write down levels and expectations
An internal move beats an exit
hiring + review + mobility
18. Thank you!
polomodov.tech
All slides and links are in the Telegram channel
Alexander Polomodov, Engineering manager, Tinkoff.ru acquisition
@book_cube