Образование и карьера

Управленцам, HR-ам

Куратор секции: Татьяна Тюрина

Директор по развитию ИТ-компании RITG.

Всем привет! Я - Татьяна Тюрина, куратор секции "Управленцам и HR-ам" и сейчас расскажу кратко о том, что ждет слушателей на докладах.

Программа будет разбита на два дня. В первый мы поговорим о том, как мотивировать сотрудников к высокой производительности и сделать их клиентоориентированными (лояльный к компании специалист, который хорошо делает свою работу, да еще и умеет грамотно общаться с клиентом, подталкивая его к дальнейшему сотрудничеству - вот она, мечта!). Содержание докладов будет напрямую подкреплено практическим опытом спикеров и опираться на реальные "боли" HR и управленцев. А завершит наше трио доклад про применение нейромаркетинга совсем не в "продажных" целях :)

Во второй день мы затронем одну из самых актуальных тем - расскажем про причины увольнения сотрудников по собственному желанию: все ли дело в зарплате или нереализованных амбициях? Уверены, точно? А вот опыт одного из наших спикеров существенно углубит понимание причин ухода специалиста компании с вершины айсберга до его основания. Приходите и убедитесь в этом самостоятельно! Ждем Вас на "Стачке".


Хотите посетить конференцию, но у Вас есть вопросы по секции? Отлично! Вы можете задать их мне:

E-mail: t.tyurina@ritg.ru
Facebook: https://www.facebook.com/anverdna


Svetlana Rusova
CEO @ Training Center "Bestrank"
St. Petersburg

I have been working with IT specialists for more than 10 years and often see a sad situation. A good specialist who works perfectly with the program code and other sign systems is promoted, for example, to become a team lead. At this point, he begins to manage other people and, unfortunately, very often does not cope with this task, which leads to stress for the specialist, ruined projects, lost money and broken careers.

At the same time, a quite high level of intelligence, as well as the ability to analyze information and draw conclusions allow IT professionals to develop the skill of effective leadership in case they have sufficient time.

To speed up the process of such training, I developed a clear algorithm that allows "standardizing" the management situation.

The essence of the algorithm is that we consider three components of effective leadership: the identity of the leader, the model of behavior, the assessment of the situation.

1. What personality characteristics are important for effective leadership: I will show the list of qualities, and tell how to assess these criteria for yourself and your employees.

2. Five role models in management: we will consider the behavior models, compile a list of personal qualities for each model, and compare it with personal characteristics.

3. Quick scoring of the situation: an algorithm for situation assessment and choosing an effective model of behavior.

After application of the algorithm, each specialist will have

- a list of qualities of a manager,

- an assessment of the availability and intensity of these qualities for each person;

- the optimal value of each quality for the selected behavior model.

In conclusion, I will use the algorithm to analyze three real examples of IT industry managers, two of whom are successful and effective, and the third, unfortunately, has not failed this task.


Ilya Gorbarov
Executive Director @ Aiwinta Digital Agency
Kemerovo

Why do we even speak about this? In no way because it is a kind of a pet subject for endless Holy Wars where everyone has something to say, but because, once we shape up our own system vision in this regard, we consider it possible to project it and improve it for ourselves.

Yes, we apply hourly rates to pay developers and designers, and we have managed to make it encouraging. How? Come and learn.

Points:

— hourly vs. fixed

— Intricacy of hourly pay introduction

— What employees will tell you first three months

— What we gained three years after the introduction

— Estimation of development period with hourly pay system

— Applicability of hourly pay to different businesses

— Other ways of motivating and de-motivating IT personnel

+ Bonus: myths and pitfalls we saw during introduction of this system. A true story, nothing made up.


Evgeny Arkhipov
Agile Coach @ GK FIX
Kazan

Many companies over time face the problem of staff turnover and the problem of transferring knowledge from experienced employees to less experienced or newcomers. In my report, I will tell you what the ways to build knowledge maps are and how to implement them to solve these problems. In our company, we already use this approach, so my report will make use of the practice:

- Construction and use of several competency matrices: in the context of departments (testing, development, analytics), in the context of the product and its modules;

- Discussion of tasks on product development. Members of the team are guided by the map and know whom to address this or that question to solve a problem;

- Personal development plan for employees on the competency map.

- Basis for attestation: we use the knowledge map to track the progress of an employee's work.


Andrey Makarov
1S Department Director, PHP, NetSuite @ Neti
Kazan


I will share true experience of nurturing client orientation skills with developers for 5 years.

Questions to be answered:

1. How could a company nurture client orientation skills with a developer?

2. An example of the whole way from searching for a candidate to having a client-focused employee.

3. What should developer do and know to be a good person to work with?

4. What could a developer personally do to improve?

5. How is all this related with profits?


Natalia Filippova
HR Director @ ITECH.group
Ulyanovsk

“Not satisfied with pay”, “received a better job offer”, “their working hours suit me more” – these reasons are named most frequently.

As a response, we offer a higher pay and promotion, move people from one project to another or agree to flexible working hours. But they still leave.

The problem is that in the majority of cases employees do not tell about their true reasons. The submerged part of the iceberg remains concealed.

During 18 years of work, I have gathered a collection of more than 20 such reasons. :)



Maria Salnikova
CEO @ IT English
Ulyanovsk

• Key question: why it is necessary to learn English in IT? Corporate objectives and employees motivation for FL learning.

• How to select a program. General English, professional English, special English (adjusted to the project), proprietary mythology and personal programs – how to make the right choice.

• Foreign language in a competence map of an IT specialist.


Stepan Ovchinnikov
ген.директор @ ИНТЕРВОЛГА
Волгоград
Мы разработали матрицы компетенций для менеджеров проектов и веб-разработчиков, аттестовали по ним всех своих и построили план обучения. Матрицы учитывают различные профили деятельности и уровни квалификации, удобны и наглядны при собеседованиях и аттестациях. Это важный, ключевой документ, аналогов которому мы ранее не видели

Roman Kvartalnov
Founder & CEO @ ZephyrLab
Moscow
How not to burn oneself out at work?
of Голосование

How to organize the work of the team so that your employees forget the phrase ‘burned out at work’? I'll tell you how to prevent this disease, how to recognize the symptoms. You will also find out what actions you need to take and what to do if you are a supervisor and your employee has fallen into this trap.


* Как подарить радость уже от первого контакта с компанией. * Что предложить, кроме материальной мотивациию. * Как создать согласованность среди сотрудников. * Как обеспечить высокую степень лояльности сотрудников. * Продвигайте бренд внутри компани

Roman Kvartalnov
Founder & CEO @ ZephyrLab
Moscow

We used to exploit neuromarketing in sales, but what if we use this knowledge while working with the team? The report will tell you how to find balance and build a system of motivation with the help of neuromarketing.