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RH & R&D by Mind Map: RH & R&D

1. Goal Setting

1.1. MD OKR

1.1.1. OKRs are not synonymous with employee evaluations

1.1.2. OKRs are not a shared to-do list

1.1.3. Don't use Business-as-usual OKR

1.1.4. It’s possible that a team’s OKRs will focus on just one of the organizational OKRs

1.1.5. Video how Google uses OKR

1.2. How OKRs fuel innovation

1.2.1. Explicitly identifying what you’re NOT doing

1.2.2. Aligning teams on what’s most important to the company

1.2.3. Establishing metrics to measure progress


3. Hiring

3.1. Train the interviewers

3.2. Review resumes

3.3. Questions generator from LinkedIn

4. Innovation

4.1. Practice innovation with design thinking

4.1.1. Build creative capacity Empathy Expansive thinking Experimentation

4.1.2. Design sprint Understand Sketch Decide Prototype Validate

4.2. Foster an innovative workplace

4.2.1. Attributes Shared vision Autonomy Intrinsic motivation Risk-taking Connection & collaboration

4.2.2. Encourage ownership and curiosity Arm people with information Encourage curiosity and solicit questions Give people an avenue to explore their ideas Foster a culture of learning

4.2.3. Lead by example Don't default to assigning tasks based on availability Set goals for your people , then get out of the way Avoid false deadlines Don't stick to the same agreeable team Check your critical attitude Discourage silos, politics and gossip

5. Managers

5.1. Case study

5.2. Manager - Managee

5.2.1. Set and communicate a team vision

5.2.2. Stay technical and result-focused

5.2.3. Care professionally and personally for your team Career conversation worksheet Coach managers to coach Compassion Ask how you can help, and don't assume you know what's wanted Look for commonalities with your team members Encourage cooperation instead of competition in your team Cultivate genuine curiosity about the invidividuals on your team Lead by example, treating others with compassion is contagius Be mindful of boundaries; avoid being an emotional sponge Personal life "One Simple Thing"

5.2.4. Empower your team Do not micromanage Balance giving freedom with being available for advice Make it clear they trust their team Advocate for the team in the wider organization

5.3. Manager's Manager

5.3.1. Identify what makes a great manager Give feedback to managers Tool for Manager Feedback Survey

5.3.2. Develop and support managers

6. People Analytics

6.1. Compensation plan

6.2. Run an employee survey

6.3. Structure and check for pay equity

6.3.1. Pay process What roles exit in the organization What these jobs are worth in the market Specific pay targets with wide pay ranges Reference your pay structure every time you assign pay

6.3.2. Pay equity analysis Understand the legal contexte Define the questions you want to answer Standardize your compensation variable Convert all compensation into one type of currency Apply a logarithmic transformation to the compensation variable Determine how to reliably detect if there any differences Analysis Build a clean data set Identify substantially similar jobs Check for multicollinearity Run a regression anaylysis Test for significance Check your work Summarize your results

6.4. Identify and define your metrics

6.4.1. Effectiveness

6.4.2. Efficiency

6.4.3. Experience (individual experience)

7. Teams