نحوه کار با موفقیت از راه دور در یک سازمان مهندسی

دارن مورف، رئیس جهانی کنترل از راه دور GitLab، گفت: از آنجایی که کار از راه دور در میان مهندسان رایج تر می شود، موفقیت به بلوک های ساختمانی کلیدی ارتباطات و طرز فکر فضای کاری نیاز دارد. مورف یکی از سه رهبر مهندسی بود که بینش و دیدگاه‌های خود را در مورد آینده کار از راه دور و مهندسی نرم‌افزار از راه دور در طی پانل اخیری که توسط Dev Interrupted برگزار شد و توسط Dan Lines، مدیر عامل و یکی از بنیان‌گذاران LinearB مدیریت می‌شد، به اشتراک گذاشت.

دیدن: What’s the best work environment for engineers: home or office? (TechRepublic)

“Be very intentional about your organizational design” just as organizations have traditionally done for colocations, Murph advised. While a lot of companies have shifted to remote work, they continue to have an “office first” mentality, he said.

جلسات و گردش کار

مورف گفت که پلتفرم Gitlab برای همه همکاری ها استفاده می شود و شرکت را قادر می سازد تا از شر سیلوهای سازمانی خلاص شود و همکاری مجازی را تشویق کند. او گفت که این منبع واحد حقیقت را با حداکثر کارایی ارائه می دهد.

Murph recalled being asked by a chief people officer how to make remote meetings better. His response? “Make them harder to have,” he said. “Ideally, you want as few as possible using asynchronous tools and then reserve synchronous meetings for making decisions.”

به گفته مورف، هرچه تیم ها بیشتر توزیع شوند، این موضوع اهمیت بیشتری پیدا می کند.

لارنس ماندل، مدیر مهندسی Shopify، گفت که این شرکت اکنون 100٪ از راه دور است و رهبری تلاش کرده است از ابزارهایی برای افزایش کارایی استفاده کند، مانند Slack Huddles. مندل گفت که Slack Huddles فقط تماس های صوتی را ارائه می دهد و آزادی بیشتری را فراهم می کند.

Leadership should also adopt a mindset of protecting focus time, he said. “When we saw that wasn’t happening, leadership mandated ‘meeting free Wednesdays,'” he said. But if leadership doesn’t enforce this, meetings will bleed back in, he added.

Chris Downard, vice president of engineering at GigSmart, said that when the company went fully remote, he knew it was important to keep people “in sync” and his strategy was to create a Zoom meeting that offers “coffee talks,” and the first person who joins makes a list of breakout rooms focused on projects and various committees. 

There are also “a couple of random breakout rooms that simulate small conference rooms in an office,” he said. That way, people “can roll in and out as you see fit.”

Collaborations went up in the coffee talk rooms, where issues like planning and production troubleshooting occurred. There was a “command and response room” created. The rooms are designed to make people feel like they are sitting next to someone in an office if they want. “It keeps people bonded,” Downard said.

Equinix’s senior director of engineering, Shweta Saraf, said they want to make sure each employee is able to contribute efficiently and effectively, regardless of their location. She agreed that reducing meetings has to have a commitment from the highest leadership. The company focuses on asynchronous communications because there are engineering teams around the world. “I think the key difference is we try to be remote-first, versus remote-friendly,” Saraf said.

معیارها، KPIها و اهداف

سخنرانان همچنین در مورد چگونگی موثرتر کردن تیم های مهندسی از راه دور بحث کردند و خاطرنشان کردند که درک اینکه مسائلی مانند تنگناهای تحویل در تیم های راه دور کجا هستند می تواند چالش برانگیز باشد. ساراف، که رهبری یک تیم کاملاً از راه دور را در Packet قبل از خرید آن به Equinix بر عهده داشت، گفت که آنها هر دوشنبه با یک جلسه شروع می‌کنند که طی آن هر بخش معیارهای مختلفی را بررسی می‌کند و توضیح می‌دهد که چرا اعداد بالا یا پایین می‌روند.

مورف گفت که از هر معیاری که یک شرکت استفاده می کند، مردم باید بنویسند که موفقیت از نظر آنها چگونه است. او گفت که این آنها را مجبور می کند تا اعداد یا مقادیری را در مورد چیزهایی که ممکن است مبهم یا باطنی باشند قرار دهند و به این ترتیب هیچ حدس و گمانی در کار نیست.

“I would argue that it makes your company more inclusive because it puts the focus on results” and pushes politics aside and makes the metrics about the work. Although it may sound paradoxical, when people do that, they are actually kinder to one other, Murph said. “It’s not about who can position themselves a certain way but driving toward results.” 

Mandel added that he doesn’t need to know what his staff is doing, only whether they are delivering results. “Offices allowed us to be lazy,” and now there needs to be a system in place and rigor to develop output.

Downard said Gigsmart is “extremely results-oriented. Nothing else matters.” He said it’s easy to measure how many times something is released to production. “What’s hard to measure in engineering is understanding indirect impact,” he said.

He has also started paying attention to whether people need to be encouraged to take more paid time off. “We have to take care of our people,” Downard said.

Murph observed that “metrics have this dangerous way of being only additive–not subtractive. It’s really key to create a psychologically safe atmosphere where people can question if a metric still has value or should we delete it,” he said.

مورف به این کتاب اشاره کرد “Time Off,” which points out that people are “creative athletes” and just as time off and rest are key to athletes’ achieving gold and other medals, the same holds true in knowledge work.

“If you want innovation and creativity on your team you have to bake in rest,” Murph said.

استخدام و سوار شدن

مندل گفت وقتی در فناوری کار می کنید، انعطاف پذیری از نظر زمان و مکان مهم است.  

GitLab hires for values fit not a cultural fit, Murph said. “Our values page is more than words on a wall. You want people to join your organization and know they’re going to align with the specific way you’re working.”

COVID has forced companies to be explicit about who they are, he said. “We convey our strategy and what it’s like to work at GitLab before the interview process starts.”

سخنرانان همچنین نکات خود را برای پذیرش کارمندان جدید از راه دور ارائه کردند. داونارد گفت که آنها می خواهند هر چه سریعتر مشارکت کنند.

At Equinix, senior leaders have informal discussions with candidates during the closing round of interviews “to get them excited about our mission,” Saraf said.

چند نفر از سخنرانان گفتند که آنها همچنین استخدام های جدید را با یک دوست خود جفت می کنند که بسیار موثر بوده است.

مورف گفت، راه دیگری برای کمک به مهندسان برای سازگاری در سریع‌ترین زمان ممکن این است که مطمئن شویم فرآیند سوار شدن بسیار مستند و صریح است. به این ترتیب، سایر کارمندان می توانند به استخدام جدید کمک کنند. 

مردم و فرهنگ

A company with a “hero worship culture can be very toxic,” especially for support roles, Downard said. He advised engineers to focus on collaborating and working together to accomplish a goal–not whether they have completed something as an individual.

“This is a team sport and it’s critical that you create an ethos and understanding that everybody is contributing to getting us going in the right direction and having success,” Downard said.

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