/catalog/296695a3fdd74f71b4ced1996c9b6856//Document/424188637298757.html/Document/423430430916677.html/Document/422738450387013.html/Document/421335462469701.html/Document/420956089200709.html/Document/420244068835397.html/Document/419142595375173.html/Document/418879737671749.html/Document/418156051357765.html/Document/417780141715525.html/Document/416729842651205.html/Document/416373677670469.html/Document/416014651207749.html/Document/414600654966853.html/Document/414232150913093.html/Document/413894034452549.html/Document/411749575036997.html/Document/411444007235653.html/Document/410989555187781.html/Document/410365315555397.html/Document/408937260335173.html/Document/408592682856517.html/Document/408239118336069.html/Document/402940329152581.html/Document/401521045061701.html/Document/401149456379973.html/Document/400819542675525.html/Document/400464907001925.html/Document/399363703992389.html/Document/399019061391429.html/Document/398327264952389.html/Document/397988956139589.html/Document/396547962679365.html/Document/396188926316613.html/Document/395839580831813.html/Document/395509538283589.html/Document/393696815161413.html/Document/393356444545093.html/Document/393008819511365.html/Document/391891180220485.html/Document/391256916983877.html/Document/390918744105029.html/Document/390528820486213.html/Document/389136971677765.html/Document/388763822231621.html/Document/388416565977157.html/Document/388045527777349.html/Document/386637062586437.html/Document/386290355249221.html/Document/386290343432261.html/Document/385922848862277.html/Document/384498574901317.html/Document/384178599956549.html/Document/383813990293573.html/Document/383450832826437.html/Document/383112784425029.html/Document/381983009394757.html/Document/381676021035077.html/Document/381338668412997.html/Document/380973198676037.html/Document/380625301606469.html/Document/376028059926597.html/Document/374587749163077.html/Document/374252417724485.html/Document/373905092177989.html/Document/373540837523525.html/Document/373226847809605.html/Document/311601443917893.html/Document/311285189517381.html/Document/310134890274885.html/Document/309794452426821.html/Document/309507604934725.html/Document/304898482892869.html/Document/304549706600517.html/Document/304188584996933.html/Document/303818784497733.html/Document/302700517105733.html/Document/302416475320389.html/Document/302077848256581.html/Document/301288627347525.html/Document/300279638184005.html/Document/274792263872581.html/Document/273024381308997.html/Document/272683642789957.html/Document/272351623921733.html/Document/271961406242885.html/Document/271560844214341.html/Document/270477420015685.html/Document/269881559916613.html/catalog/c51244b85e704db9a2a34ca396e9fe27//Document/375674108960837.html/Document/340619525128261.html/Document/340263572500549.html/Document/337103780888645.html/Document/336726028042309.html/Document/336395351863365.html/Document/336019384291397.html/Document/334605603291205.html/Document/334264344903749.html/Document/333908786077765.html/Document/333537608929349.html/Document/332422937043013.html/Document/323979240091717.html/Document/323624591507525.html/Document/322518056206405.html/Document/322224629981253.html/Document/321870777405509.html/Document/321154810175557.html/Document/319738524639301.html/Document/319395521761349.html/Document/319038449188933.html/Document/318684198744133.html/Document/317575537291333.html/Document/316584392339525.html/Document/297463116619845.html/Document/296410729726021.html/Document/294281412902981.html/Document/289614801383493.html/Document/289336711553093.html/Document/288989717336133.html/Document/267736666357829.html

大厂百人软件测试团队负责人讲如何带团队(下)

前面的文章中我们为大家介绍了软件测试团队管理的人才培养、部门协作和目标设置等内容,本文我们继续为大家介绍聚人心、搭舞台、建文化和人才敏捷能力模型。

 

聚人心 


团队建设的最后一部分是聚人心,也就是留住人才。这部分主要会从建文化、搭舞台和开通道这三个部分来介绍。


首先是建文化,我们整个部门的追求是:干得漂亮、玩得痛快。希望大家可以在枯燥的、重复的工作中找到乐趣。建文化这部分主要是由我们前面提到的虚拟组织来负责,比如读书分享会、探索测试的对抗赛等。

软件测试管理

这里给大家着重介绍一下我们一个全员的会议“All Hands Meeting”,这个会是一个很好地宣贯部门目标、同步部门成果的良好契机。在我们这边每半年或每年都会有一个这样的全员的会议。


搭舞台指的是,我们在内部和外部都会给员工搭建展示自己的舞台,下面展示的图片有我们走到行业峰会的分享、还有我们部门做的一些能力验证的一些事情。这些都是我们目前在做的“走出去引进来”的工作。

软件测试管理

聚人心的第三部分是开通道,我们目前有两个通道,第一个是校招生的专项晋升,校招生在转正的第一年会有这样一次机会。第二个是专业能力的认定,这个是一年会有2次机会。主要会从能力素质、专业能力、工作业绩和加分项这几部分去做权衡。

软件测试管理

下面是的敏捷能力模型,这是由各个部门一起讨论决定的,作为一个质量工程师,除了专业能力之外,还需要具备的一些能力。

软件测试管理

对于不同级别的员工要求也不一样,像原则性,针对P3的员工,我们只要求他刻板遵守,公司的规则是什么,他只需要遵守就可以了。对于比较高级别P6级别的员工,我们对他的原则性要求是固守底线。
针对创新能力,对于P3级别的员工,只需要根据前人总结的经验去执行就可以,对于比较高级别的P6级别的员工我们会鼓励他们去挑战现状,而不是仅仅局限于前人沉淀下来的经验。