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By, Kate Heddleston With the increase of code academies training new engineers there is an increase in junior engineers on the market. A lot of companies are hesitant to hire too many young engineers because they lack sufficient resources to train them. This is a talk about how to make junior engineers into independent and productive members of your engineering team faster and cheaper by outlining a plan for how to onboard engineers effectively based on data and anecdotes gathered from companies in San Francisco. Help us caption & translate this video! http://amara.org/v/FUGT/
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In her talk titled 'Technical Onboarding, Training, and Mentoring', Kate Heddleston discusses the crucial aspects of onboarding junior engineers. With the rise of code academies, many companies face challenges incorporating junior engineers into their teams due to inadequate resources for training. Heddleston emphasizes that effective onboarding is vital for turning these junior engineers into autonomous and productive members of engineering teams. Key Points: - **Importance of Autonomy**: Autonomy is essential for motivation and stability, as illustrated by anecdotes from prison systems and nursing homes, where individuals with choice make better decisions and thrive longer. - **Significance of Confidence**: Confidence affects performance, exemplified by the 'stereotype threat', which shows that beliefs about capability can influence individuals' success. - **Onboarding as a Priority**: Onboarding should be prioritized to reap immediate benefits, and its absence can lead to significant costs, as losing engineers incurs costs up to 2 times their salary. - **Team Dynamics**: New hires introduce fresh perspectives and change team dynamics, necessitating clear communication of team values and procedures. - **Investment in Onboarding**: Treat onboarding similarly to automation processes; the initial investment leads to substantial returns in productivity and team integration over time. - **Diversity Considerations**: Effective onboarding should include diverse perspectives and abilities, as this diversity enriches team dynamics. - **Shared Responsibility**: Onboarding is a collective responsibility involving all team members, including new hires assisting in the process. - **Structured Onboarding Plan**: Establish a structured plan involving phases for technical training, cultural integration, and personal development to support long-term independence. - **Progress Assessment**: Regular assessment during and post-onboarding through feedback cultivates a growth mindset among engineers. Conclusions: Heddleston emphasizes that a robust onboarding process enhances productivity and confidence for new engineers, fostering long-term benefits for individuals, teams, and companies. The process promotes a sense of belonging while supporting diversity and individuality in the workforce. Overall, onboarding is an ongoing journey starting from the acceptance of the job offer, and a well-structured approach can make the transition seamless for new hires.
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