We invested a lot of time in well configured and well used project and management information systems such as Xero, Harvest and Forecast, which means everyone can now see what’s going live across the agency.
Having better information helps team members make the best decisions on how to deliver their part of a project.
We’ve strengthened our specification, delivery and testing practices so that project delivery is standardised across the agency and easy to monitor.
We’ve also deployed communications tools that work seamlessly, so we don’t think about whether colleagues are on a different floor or on site in a different country. This has included adding softphones on our laptops and embracing collaboration tools such as Slack and Google Hangouts.
Results-oriented working patterns
Our team members can work when and where they want – as long as they are effectively collaborating with clients and colleagues
We focus and target on the output- not whether you login at 8:55 am or 9:05 am.
Top-down manager-led appraisals are a thing of the past. Our team members now undertake a personal and peer review every three months to set their own development goals.
Self-led development is backed with an unlimited training budget.
Every team member has their own annual budget to spend on R&D, technology, tools, equipment – anything that helps them do their job better.
How did we work out and describe the detail?
We put together a draft Google Doc ‘Deeson Handbook’ that everyone could contribute to and had a dedicated Slack channel for discussion.
We spent most of January at a discussion stage. There was very little debate about the principles behind the approach but through collaboration we made some pretty big changes on the details, for example:
contactability – making it clear that the principle was that you were easily contactable rather than exactly how
holidays and leave – simplifying the holiday policy to just work in days and half days
The handbook is perpetually in beta as we’re always reviewing our approach. It is the single document that explains our new approach, acts as a reference for new joiners and a guide to how things work in practice at Deeson.
How has it gone?
Three months in and we’re really pleased with the results of the changes so far.
We were expecting at least one major problem and we haven’t had it (yet!)
Team engagement and satisfaction has improved and we’re seeing increased ownership and autonomy among project teams.
Most importantly we’re confident that this is leading to better digital products and services for our clients – which is something we’re very proud of.
If you’re interested in the details then feel free to ask questions or request a copy of our Handbook document.
Republished with permission of the author.
Featured Image/graphic link added by Enlivening Edge Magazine