Hacking HR to Build an Adaptability Advantage

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This sprint ended on July 14. Sprint 3.1 will begin shortly.


During Sprint 2.1, the hackathon team developed an astounding 138 mini hacks! We were very impressed by both the quantity and the quality of the contributions. Many of these mini hacks have great potential to be turned into full hacks during Phase 3.

For the most part, the Sprint 2.1 mini hacks were the result of many people working individually. In Sprint 2.2, our goal is to create hacking teams that will collaboratively take the best mini hacks and turn them into fully-formed management hacks during the next phase of the hackathon.

For this sprint we have three tasks:

TASK 1: Read Highlights of the Mini Hacking Sprint by Chris Grams to discover some of the hacks the MIX Guide team believes have the richest potential for development into fully-formed management hacks.

TASK 2: Join one or more hacking teams. Are there one or more mini hacks that caught your eye during the last sprint? Now is your chance to be a part of the team that develops them into full hacks.

  • Sign up for one or more hacking teams by clicking on the blue "Join Hacking Team" button in the right hand column of each individual Mini Hack page (If you authored the hack, you are already on the team automatically. Just send Hackathon Guide Chris Grams an email to let him know you plan to continue to develop your mini hack before the end of this sprint). You can choose from hacks highlighted in the Highlights of the Mini Hacking Sprint post or browse the full list on the Mini Hack page. Sort the mini hacks using the tags on the left side of the page or the filter functions at the top of the mini hack list. 
  • The person who originally contributed a mini hack will be designated as the team leader, and up to five other people can join the team. Once a hacking team has five members it will be marked as full, although a team leader can invite additional team members to join by contacting the system administrator.
  • During the hacking phase, you'll be actively collaborating with other team members to build out the chosen mini hack. Most people will be able to effectively participate in no more than three or four teams, so please choose your teams wisely and if you are not sure you'll be able to actively contribute, save room for someone else. While this sprint lasts until Sunday, July 14, the top hacking teams will fill up quickly, so make your team selections now.
  • Once you've chosen your hacking teams, feel free to connect with other members of the team in the comments section below the mini hack, consider sharing email addresses or other contact info (Skype, Twitter, etc.). If you want to get a head start on the hacking phase, you might even create a shared Google doc with the starting mini hack text, set up a Google Hangout for the team, or discuss other ways the team might want to collaborate. But you can also simply wait for additional instructions after this short sprint is over on July 14. You'll have plenty of time to complete your hacks over the next few months (and we'll have tips, hangouts, and additional information to help you along the way).

TASK 3:  On July 2, we hosted a hangout featuring veteran hacker and Atlassian VP of Talent and Culture Joris Luijke. If you missed it, you can watch the replay of this hangout by clicking here. 

Next Tuesday, we'll have our first Hacker's Hangout, featuring Hackathon Guides John McGurk, Perry Timms, and some of your fellow hackers. Learn more here.

And be sure to check out the recording of our fantastic hangout with Dan Pink if you weren’t able to catch it live.

This sprint ends on July 14.
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bruce-lewin's picture

The idea of managers acting as a catalyst to better engagement within their teams is not new. Research typically suggests that managers are a major factor, if not the key factor in determining engagement outcomes. That said, manager's are often caught between a rock and a...

By Bruce Lewin on June 8, 2013
bruce-lewin's picture

Typically, recruitment and the related team creation processes are informed by a wide variety of subjective and objective variables. Whilst the rise of cloud based recruitment and human capital management software makes the creation and tracking of these processes easier, recruitment[1] and team creation processes lack the rigour and consensus...

By Bruce Lewin on June 8, 2013
bruce-lewin's picture

There is no shortage of concepts, skills and models within HR, all of which aim to raise performance, engagement or both. While many are well researched have been around for 20 or more years, it's hard to find good examples of their evolution. Many of these ideas and...

By Bruce Lewin on June 8, 2013
julien-pascual's picture

Operational organisation of the company is made of teams created to  answer a unique problem and are not permanent. The team is described by its purpose statement (Mission - the problem to solve, vision - orientations of solution and values - respected to make the solution acceptable and success criteria)...

By Julien Pascual on June 7, 2013
jon-ingham's picture

Get everyone focused on innovation and adaptability by limiting the organisation's focus on business as usual.  Boil the existing organisation structure down to a smaller BAU element of the organisation and move focus to the new and different stuff the business isn't already doing.  This isn't about new, different people,...

By Jon Ingham on June 7, 2013
michele-zanini_4's picture

Many companies use 360° feedback to gather a wide range of input on the performance of individual managers.  Despite its popularity, the usefulness of 360° feedback can be limited by a few factors:

  • Feedback is typically gathered from people who are hierarchically close (peers or 1 level up or
  • ...
By Michele Zanini on June 7, 2013
chris-grams's picture

Mozilla (of Firefox web browser fame) makes most of its internal meetings open to the outside world so its vibrant community can participate. Meeting details are shared on the website, and anyone can jump on calls, chats, etc.

While it is not likely that many typical organizations could operate...

By Chris Grams on June 7, 2013
gary-hamel's picture

Leadership ability doesn't always correlate with the formal hierarchy. Moreover, top-down leadership appointments can produce unwanted side effects--like too much energy being expended in managing up. The challenge: find and empower the "natural" leaders within your organization. The solution: Develop a dynamic system for measuring an individual’s “natural leadership”—that is,...

By Gary Hamel on June 7, 2013