T4 September 22, 2005 3:00 PM P ROJECT D RIVEN VS . P EOPLE D RIVEN T - PDF document

BIO PRESENTATION T4 September 22, 2005 3:00 PM P ROJECT D RIVEN VS . P EOPLE D RIVEN T ECHNICAL M ANAGEMENT Marty King Hospira, Inc. BETTER SOFTWARE CONFERENCE & EXPO 2005 September 22, 2005 Hyatt Regency San Francisco Airport San Francisco, California, USA

Marty King Marty King is a systems engineer at Hospira, Inc., which is a recent spin-off of Abbott Labs. He received his BSEE and MSEE degree from Marquette University with an emphasis in biomedical engineering. He has enjoyed working in the embedded devices field in the areas of software, verification and hardware for over 25 years at Baxter, J&J, Philips Medical, Motorola and Abbott/Hospira. He has over 18 years of technical management experience and has been awarded 11 patents in the field of medical devices. Marty King Hospira, Inc. 13520 Evening Creek Drive, #200 San Diego, CA 92128 marty.king@hospira.com Phone: 858-391-1100 Fax: 858-391-1186

Project Driven vs. People Driven Management •September 2005 •Marty King

Experience •Hospira, Inc. (spin-off of Abbott Labs in May 2004) •Development of hardware and embedded software for over 25 years (Abbott/Hospira, Motorola Cellular, ATL Ultrasound, Philips Medical, J&J, Baxter Healthcare) •18 years of technical management •marty.king@hospira.com 858-391-1106

Why talk about management styles? • Too little time is spent on this topic. • You spend about half of your waking time during the week at work. • Great or poor management makes a big difference in your job and life. • Work can be a positive, fun experience and good management can make that happen. • There is more to management than just being promoted. • If you do not think about your style, you will never realize the need to change.

Definition of project vs. people driven management • Project driven • Project goals are the primary considerations at all costs. • People are pressured or coerced to accomplish project goals. • People driven • Building and retaining a good team runs parallel to developing and building a good product. • People-centric goals are established and tracked. • Management spends time and resources to build and retain a development team.

Characteristics of project driven management • Numeric and product goals/accomplishments are the only goals that are measured and rewarded. • Personal needs and goals are secondary to project needs. • The manager does not know team members’ professional needs or goals. • The manager does not take time to get to know the team members as people.

Characteristics of project driven management • Overtime is the norm rather than the exception and it is expected. • Life balance is not encouraged - work is expected to be the main focus of life. • Performance appraisals, if done, are only reviewed once per year. • Employees are often surprised at performance review time (positive or negative). • There is little consideration given to the importance and value of building and retaining a team.

Results of project driven management on the team • Positive • There is recognition and rewards from management at the end of the project if their projects are successful. • Negative • Employee morale decreases. • You will be unable to attract and retain good employees. • Your engineering organization gains a poor external reputation.

Results of project driven management on project goals • Positive • Projects will get done as long as employees are retained and they continue to work under pressure. • Project goals are the focus. • Negative • Experienced people may not be there when you start the next project.

Results of project driven management on cost • The company may experience the high cost of turnover. • Cost to hire one engineer • 16 engineers hired • 200 hours for HR rep = $10,000 (at $50 / hr) • 450 hours engineering interview time = $31,500 (at $70 / hr) • Recruiting fees = $250,000 • Training, time to productivity (4 weeks at $80,000 / year) = $6000 (per engineer) • Total cost to hire one engineer = $25,000 (more with relo)

Calendar time to hire one engineer • Define job, get approval, post, advertise - 1 month • Receive, read resumes and conduct phone screens on 10 candidates - 2 months • Interview 3 to 5 candidates - 3 weeks • Make offer, negotiate, get acceptance - 4 weeks • Employee starts - 2 to 4 weeks • Elapsed or lost time - 4 to 5 months (often more)

Results of people driven management on team • People/team know that they are as important as your projects. • Management includes enabling, encouraging, and coaching. • Team members are empowered, self-managed. • Employees learn from their mistakes and are encouraged to try new ideas. • Employees are free to make decisions. • Employee morale and enthusiasm increases. • Employee retention brings a full team to the next project. • Retention of employees increases the experience base.

Results of people driven management on cost • The cost and lost time associated with recruiting and hiring are reduced. • You save the cost and time for training. • There is savings from having little or no lost time when understaffed. • Employees are much more productive when they are happy in their jobs and when they feel appreciated.

Why is it hard to focus on people? • We focus on what we build and are rewarded for, i.e. • Software development, contracting, consulting, etc. • Project deadlines, deliverables • We focus on what matters to our management team. • People-centered goals are not traditionally measured goals. • We get too busy with the emergencies and details of our projects.

What are the results if we focus on people? • Employee morale increases. • There is an atmosphere of employee pride. • We build and retain a team that can accomplish the product goals. • We establish an employee referral base. • We value a good physical work environment. • We build a positive external reputation for our organization. • We build TRUST .

Putting people driven management into practice • These are basic work activities that we need to elevate in importance. • Recruiting, interviewing, hiring, building a reputation • Giving honest feedback • Complimenting, rewarding • Creating the work environment • Supporting life balance • Dealing with conflict • Facilitating the change process

Recruiting, interviewing, hiring • Clearly define the position requirements. • Phone screen every candidate prior to the interview. • Involve the engineers in the interview process. • Interview for personality fit and technical fit. • Be honest with the candidates. • If you are no longer interested in the candidate, tell them. • Start building TRUST at the phone screen and interview.

Positive external reputation aids in recruiting • Happy employees will tell their friends about their company. • Contractors that you hire will spread the reputation of your company. • College job fair recruiting builds awareness and image. • Interviewing and hiring interns builds your reputation. • Interns will promote your company to their peers. • It takes time, effort and planning to build a good reputation.

Giving honest feedback • Why is it often hard to give honest feedback? • Give feedback often. • Include positive and negative feedback. • Be completely honest with feedback. • It is always better to know what is expected in your job. • Most employees truly want to do a good job. • You are building TRUST .

One on one meetings • Do employees like one on ones? All will say YES. • How often - Once per month for large groups, once per week for small groups. • What do you talk about in the meetings? • How is the job going? • What have you been working on? • Do you have any problems or concerns about the job or the projects? • Are there any educational opportunities that you are interested in? • Is there anything that I can do to help you? • Ask about life outside of work - take an interest. • These meetings are just as important as product meetings. • Schedule them. Do not leave them to chance.

Performance appraisals • Often seen as “that dreaded time” at the end of the year. • Don’t wait for the end of the year but review them quarterly for feedback to employees. • Use one of your one on one meetings. • There should be NO surprises at the end of the review year.

Complimenting and rewarding

Why is it hard to give compliments? • It may feel awkward. • We may feel like we are elevating others above ourselves. • We may feel we are losing our power base. • Employee may expect other rewards, money, favors, etc. • We think they may stop working hard. • We may not be used to doing it. • We may rarely get compliments.

What to compliment • Taking ownership of an issue and driving to a solution • Expediting an issue by helping others solve their problems • Persistent hard work on a problem • Exceptional solution to an issue • Positively dealing with conflict

Results of compliments • Think of the last time you were complimented by your boss - how did you feel? • It shows the employee that you and others noticed their accomplishment. • It is instant reinforcement for a specific job well done. • It often means more than monetary rewards. • Compliments reinforce positive behavior.