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COSC 310: So*ware Engineering
Dr. Bowen Hui University of Bri>sh Columbia
Okanagan
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A1 Recap
• Specifica>ons online • Next week’s lab: TA intro + >me to work on A1 • Submission: – Poster: in class Friday – Video: Connect or USB key in class Friday – Presenta>on script: Connect – Deadline: Jan 17th 3:30pm (end of class)
• Friday’s class on Jan 17th: In class presenta>on
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Highschool Visit
• Monday Jan 20th, 10:30am-‐11:30am • Volunteers? – From 10am to 11:30pm – Free food for your >me – If interested: let me know at end of class
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Understanding Yourself and Your Teammates
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• Most interviewers look for: – Specific skills on paper – Specific traits in person
• Good hiring approaches will increase staff reten>on and high produc>vity
• Hire for trait, train for skill
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Why Not Just Skills? • Lots of smart people to choose from • Smart people tend to work alone
– Not a team player – Don’t interact well socially – Arrogant personali>es
• Smart people get bored easily – More likely to leave – Wastes training cost
• Smart people are more likely to find faults in the company rules/culture – Less happy – More complaints
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Why Not Just Skills? • Lots of smart people to choose from • Smart people tend to work alone
– Not a team player – Don’t interact well socially – Arrogant personali>es
• Smart people get bored easily – More likely to leave – Wastes training cost
• Smart people are more likely to find faults in the company rules/culture – Less happy – More complaints
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Why Not Just Skills? • Lots of smart people to choose from • Smart people tend to work alone
– Not a team player – Don’t interact well socially – Arrogant personali>es
• Smart people get bored easily – More likely to leave – Wastes training cost
• Smart people are more likely to find faults in the company rules/culture – Less happy – More complaints
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Why Not Just Skills? • Lots of smart people to choose from • Smart people tend to work alone
– Not a team player – Don’t interact well socially – Arrogant personali>es
• Smart people get bored easily – More likely to leave – Wastes training cost
• Smart people are more likely to find faults in the company rules/culture – Less happy – More complaints
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Why Not Just Skills? • Lots of smart people to choose from • Smart people tend to work alone
– Not a team player – Don’t interact well socially – Arrogant personali>es
• Smart people get bored easily – More likely to leave – Wastes training cost
• Smart people are more likely to find faults in the company rules/culture – Less happy – More complaints
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Goals in Hiring
• Hire those will demonstrated skills – Train for advanced skills as needed
• Hire those with team working experience – More mature and adaptable to new situa>ons – A joy to work with
• Important factors to remember – Rela>vely small % of those hired are responsible for the best and worst performances
– Individual personali>es must fit with exis>ng group dynamics
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What does this mean for you?
• It’s not just about … – A great company name – The amount you get paid – The loca>on – “Because I can”
• You need to know yourself: – Find out what an ideal work environment is to you – What type of work? – What type of people? – What type of resources?
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What does this mean for you?
• It’s not just about … – A great company name – The amount you get paid – The loca>on – “Because I can”
• You need to know yourself: – Find out what an ideal work environment is to you – What type of work? – What type of people? – What type of resources?
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Ask Yourself
• What makes you want to work for someone else?
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Ask Yourself
• What makes you want to work for someone else? – Money – “Free” training – Team support – Self-‐value
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Typical Hiring Process • Prepare job descrip>on – Priori>zed most important skills needed – Technical + social skills
• Ini>al screening – Confirma>on of what’s on paper – Communica>on skills
• In-‐person interview – Personal factors: amtude, flexibility, work ethic, communica>on skills, do you fit with the team?
• Final selec>on – “Gut ins>nct”: Who’s mostly likely to stay longest?
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Most Common Screening Ques>ons
• Why us?
• What is your ideal work environment?
• Think of one experience where someone was problema>c at work. What did you do about it?
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AMP Model
• Management model commonly adopted in corpora>ons
• Autonomy – Trust employees, don’t micromanage skilled ones
• Mastery – Tasks need to be challenging
• Purpose – Work should have social implica>ons
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Some of the Don’ts
• Don’t apply for a job you aren’t interested in – You won’t do a good job even if you get it
• Don’t expect a job to be perfect – All jobs have mundane/annoying aspects
• Don’t be demanding – Comes across as rude and self-‐centered
• Don’t look away during a conversa>on – Shows you’re disengaged
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Some of the Don’ts
• Don’t apply for a job you aren’t interested in – You won’t do a good job even if you get it
• Don’t expect a job to be perfect – All jobs have mundane/annoying aspects
• Don’t be demanding – Comes across as rude and self-‐centered
• Don’t look away during a conversa>on – Shows you’re disengaged
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Some of the Don’ts
• Don’t apply for a job you aren’t interested in – You won’t do a good job even if you get it
• Don’t expect a job to be perfect – All jobs have mundane/annoying aspects
• Don’t be demanding – Comes across as rude and en>tled
• Don’t look away during a conversa>on – Shows you’re disengaged
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Some of the Don’ts
• Don’t apply for a job you aren’t interested in – You won’t do a good job even if you get it
• Don’t expect a job to be perfect – All jobs have mundane/annoying aspects
• Don’t be demanding – Comes across as rude and en>tled
• Don’t look away during a conversa>on – Shows you’re disengaged
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Ex: Who would you hire? • Job: You are a small company that requires an "all-‐around"
computer support person. Responsibili>es: – Install and manage email, web servers, exis>ng apps – Provide general help desk and user support – Perform limited development of simple DBs, websites, programs to
connect data between applica>ons • Candidates:
– "Genius" -‐ top of class in all areas, no prac>cal or team experience, enthusias>c, knowledgeable, enjoy challenges
– "Hacker" -‐ near borom of class in grades, significant programming experience and knowledge of servers, most of the knowledge is self-‐ learned
– "Intern" -‐ student with average grades, involved in ac>vi>es such as student lab supervision, limited knowledge of server architectures, general knowledge of email and web servers
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Ex. 2: Who would you hire? • Job: You are a large bank with systems on IBM mainframe. You
need a person to join a maintenance team (currently 5 people). Responsibili>es: – Be able to program in IBM mainframes and use network DBs – Work well with experienced team in a structured semng – Be able to construct new web interface and data warehouse
• Candidates: – "Mainframe veteran" -‐ 25+ years with IBM mainframes, limited
knowledge of web/new technologies – "Experienced developer" -‐ 10+ years in industry as developer,
significant management experience, general knowledge but no recent mainframe or web development
– "New graduate" -‐ limited experience, good DB and web development skills, willing to learn, no knowledge of IBM mainframes
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An Actual Cover Lerer
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Reac>ons?
• What jumps out from the lerer?
• What does the content tell you about the applicant’s personality?
• Would you hire this person?
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Actual Comments • Viral: ‘Unapologe9cally Honest’ Wall Street Internship
Cover Lerer from ‘Nothing Special’ Undergrad Lands Him Every Job Offer Available
• This might be the best cover lerer I've ever received. • I wouldn't be surprised if this guy gets at least a call from
every bank out there. • This is EXACTLY how you land at great employers. BE YOU.
BE HONEST. Be BRAVE. • This is why 'friend-‐ing execu>ves' in SOCIAL can be a
powerful edge in landing interviews. Authen>city is the new currency of the employer/employee rela>onship. The Days of be (one person at work) and (another at home) is gone and dying.
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Actual Comments (cont.) • Working at a top >er school in graduate admissions, I can honestly say lerers of this nature show more ini>a>ve, resourcefulness, and drive than the average statement of objec>ves.
• Reviewers can tell if someone wants to become part of an ins>tu>on to gain knowledge rather than a name arached to their [resume].
• Sincerity is quite a redeeming quality and it does not go unno>ced.
• … the lerer is not a bulk mailing to strangers, it is a personal note to someone his uncle knows well and that he himself has already met
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Staff Selec>on
• Common employment tes>ng: – Ap>tude
• E.g., MS cer>fica>ons, IBM advantages for programmers, ACM programming contests
– Achievement • Professional exams, e.g., bar exam, medical cer>fica>on, GRE graduate entrance
– Psychometric • Personality and mo>va>on tests • E.g., Myers-‐Briggs Type Inventory (MBTI), Keirsey Temperament Sort, Personal Profile Analysis
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MBTI
• Iden>fies 4 bipolar dimensions – E.g., extrovert vs. introvert
• Each personality is a 4-‐lerer code • Total 16 different personality types • Based on completed ques>onnaire – Different versions exist
• Usually administered by trained professionals – Available at Career Centres
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MBTI Dimensions
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MBTI Implica>ons
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MBTI Career Types
• Guardians – ISJT (Inspector) – ESTJ (Supervisor) – ISFJ (Nurturer) – ESFJ (Provider)
• Ar>sans – ISTP (Cra*sman) – ESTP (Doer) – ISFP (Gentle Ar>st) – ESFP (Performer)
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• Ra>onals – INTJ (Mastermind) – ENTJ (Field Marshall) – INTP (Architect) – ENTP (Inventor)
• Idealists – INFJ (Counselor) – ENFJ (Teacher) – INFP (Healer) – ENFP (Champion)
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Many Comp. Sci. are INTJ
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• Career Choices for INTJ (Mastermind): – Scien>st, engineer, professor, medical doctor, den>st, corporate strategist, organiza>on builder, business administrator, business manager, military leader, judge, computer programmer, systems analyst, computer specialist, arorneys, life scien>sts and physicists, judges, psychologists, university teachers, and photographers.
• Career Choices for ENTJ (Field Marshall): – Corporate execu>ve officer, organiza>on builder, entrepreneur, computer consultant, arorneys, judge, business administrator, business manager, university professor, university administrator, systems researchers and analysts, general managers, credit inves>gators and mortgage brokers, psychologists and social scien>sts
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Mo>va>on Factors
• Basic needs: – Food, sleep
• Personal needs: – Respect, self-‐esteem, sa>sfac>on, valued
• Social needs: – Acceptance, inclusion, human interac>ons
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Mo>va>ng Different People
• Mo>va>on is more effec>ve when considering individual personali>es – Task-‐oriented Mo>va>on for doing the work is the work itself
– Self-‐oriented Work is a means to an end, focus on achievement of individual goals
– Interac9on-‐oriented Presence and ac>ons of co-‐workers marer most
• Who do you know falls into these categories?
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Implica>ons
• Task-‐oriented Mo>va>on for doing the work is the work itself
• How to mo>vate this type of people?
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Implica>ons (cont.)
• Self-‐oriented Work is a means to an end, focus on achievement of individual goals
• How to mo>vate this type of people?
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Implica>ons (cont.)
• Interac9on-‐oriented Presence and ac>ons of co-‐workers marer most
• How to mo>vate this type of people?
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Working in a Team – Self
• Mo>vate yourself when feeling nega>ve • Sell an idea/plan/solu>on • Understand, predict, control your own emo>ons
• Remember: moods are contagious!
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Working in a Team – Others
• Understand why certain things annoy/please them
• Learn what their source of mo>va>on is • Give credit to others • Facilitate team problem solving • Resolve conflicts in a win-‐win way
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