If you’re going to systematize something, you could find worse principles to codify. Good stuff!
Holacracy would rather govern through forgiveness than permission.
Zappos just abolished bosses. Inside tech’s latest management craze. – Vox
I’ve always intended to work this way as Glacier Peak grows. As we begin hiring staff, I guess I’d better be thinking about organizational theory as much as compensation theory.
In the ongoing saga of my life starring in Scott Adam’s imagination… (At the day job, not here at Glacier Peak! )
I’ve had this annual review once upon a time, about three years ago. Not fun.
I’ve since been MUCH more careful about choosing my managers.
Choosing the right job? Important.
Choosing the right manager? Crucial!
Not having this kind of annual review conversation? Priceless.
This exact experience is the reason why we have adopted a minimalist Employee Handbook™ and a No Annual Review™ process at Glacier Peak. We briefly considered following Nordstrom’s example, but in the end we decided that Nordstrom’s old 75-word employee handbook was too long.
Ours easily fits on the back of a business card: Always do the right thing. If you can defend your actions as an employee of Glacier Peak as “always doing the right thing”, for our customers, for Glacier Peak, for your team, for you, we’ll never have a problem.
And we’ll never have annual reviews.
I’ve blogged about this before, but the closer we get to hiring team members, the more I am convinced that an approach similar to a mini-project is the right way to start…
I’ve known fabulous programmers flame out in the quizzing cage and terrible ones excel. So unless you’re specifically hiring someone to design you the next sorting algorithm, making them do so on the white board is a poor gauge of future success.
Why we don’t hire programmers based on puzzles, API quizzes, math riddles, or other parlor tricks – (37signals)
Combined with the advice in Dave Ramsey’s EntreLeadership, Tom DeMarco’s amazing body of work and many others too numerous to mention, I’m confident that we will be confident in our selection process for Game Creators.
Counting down the months!
Seth’s got the most succinct explanation of the reason we aim to hire talent by preference. We will outsource to vendors for some things, but…
Vendors happily sit in the anonymous cubes at Walmart’s headquarters, waiting for the buyer to show up and dicker with them. They willingly fill out the paperwork and spend hours discussing terms and conditions. The vendor is agnostic about what’s being sold, and is focused on volume, or at least consistency.
While the talent is also getting paid (to be in your movie, to do consulting, to coach you), she is not a vendor. She’s not playing by the same rules and is not motivated in the same way.
Seth’s Blog: Talent and vendors
We aim to hire multifaceted creators to join our cross-functional teams. We treat people the way that we expect to be treated, and in turn, we expect them to put heart and soul into their creations the same way that we do.
We don’t just “do business”. First and foremost, we do fun!