If the vision for DAS Design & Engineering team is considered to be the destination, then we have to let people know their "lat and long", guide them to that destination point. The feedback process is that lat and long. This process has to be able to answer 2 questions:
Feedback once a month should be good enough. This is not too frequent to be misinterpreted as "micro-managing", but frequent enough to encourage the good work and guide the team out of the weak patches.
To start the process, I want to provide feedback to the Design Engineers on 5 factors:
1. Volume of work (Pre-Walk Design, Site Walk, Bid / Design Work, COP Preparation, Agilent Walk, Bid Review, COP Review): I have to watch this, because design and bid starts the revenue generation engine - our bread and butter.
2. Quality of work: we need to define the "quality" so that we can be specific in details. This is often a good base for forming the DNA of the company culture. I'll post in future what we come up with.
3. Speed (response or delivery): Our clients have come to depend on our fast response. As a matter of fact, being able to respond fast is our core competency. Whether it's a design or bid or installation or integration our business model is structured to respond fast. So we need to make sure our team is full of characters like Speedy Gonzalez.
4. Reliability (can hand over a project to an engineer and depend on its execution): we would like to hand over the project based on the competency of the self-motivated designer and then relax. So we must have reliable engineers who can see a project through.
5. Learning: what did the engineer learn since the last time (of feedback session), and what's the plan until the next session? Discuss the plan.
One more item as a part of the feedback process...
Recognition: ask the engineer who would he recognize at the end of a week. This is to see who he is working well with, who he is not interacting with, etc. This part of the feedback is still in the brain-storming phase. How do I quantify team work; do I need to? Bigger question is: how do I encourage team work in a systematic way? Need to think about this one...
- Where are you now? (how is the engineer doing, his/her strength and weakness)
- Where does he need to be in next 30 days? This needs to be specific - What does he need to train on or achieve? When does he need to complete the training (or achieve the goal)? Then make sure that he has the required tools, time, and training to achieve this goal.
Feedback once a month should be good enough. This is not too frequent to be misinterpreted as "micro-managing", but frequent enough to encourage the good work and guide the team out of the weak patches.
To start the process, I want to provide feedback to the Design Engineers on 5 factors:
1. Volume of work (Pre-Walk Design, Site Walk, Bid / Design Work, COP Preparation, Agilent Walk, Bid Review, COP Review): I have to watch this, because design and bid starts the revenue generation engine - our bread and butter.
2. Quality of work: we need to define the "quality" so that we can be specific in details. This is often a good base for forming the DNA of the company culture. I'll post in future what we come up with.
3. Speed (response or delivery): Our clients have come to depend on our fast response. As a matter of fact, being able to respond fast is our core competency. Whether it's a design or bid or installation or integration our business model is structured to respond fast. So we need to make sure our team is full of characters like Speedy Gonzalez.
4. Reliability (can hand over a project to an engineer and depend on its execution): we would like to hand over the project based on the competency of the self-motivated designer and then relax. So we must have reliable engineers who can see a project through.
5. Learning: what did the engineer learn since the last time (of feedback session), and what's the plan until the next session? Discuss the plan.
One more item as a part of the feedback process...
Recognition: ask the engineer who would he recognize at the end of a week. This is to see who he is working well with, who he is not interacting with, etc. This part of the feedback is still in the brain-storming phase. How do I quantify team work; do I need to? Bigger question is: how do I encourage team work in a systematic way? Need to think about this one...
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