Canadian HR Reporter

CANADIAN HR REPORTER August 7, 2017 NEWS 9 "We try to keep a ratio of 70-30 homegrown to hired-in, though some teams are as high as 90- 10, especially in the engineering space," said Lewis. "It's a very tricky proposition that we face." Challenges include getting new recruits up to speed quickly enough to have an impact, and re- lying on millennials — many who have never managed before — to earn team trust. The company is constantly looking for impact and results alongside performance and em- ployee satisfaction reviews held every six months, she said. Training, coaching, career development Facebook is openly different, said Lewis. After boot camp, new re- cruits are able to choose their role and can alter their positions following scheduled hackathons. Managers often need to work to keep high performers on their team. "is is where some of their real-life learning and training and switching and strengths applica- tion occur," she said. Facebook offers few formal coaching programs, relying on people to solve issues in online groups or high-tempo, half-hour meetings, said Lewis. If training is offered, it is very intentional. "We pull people into class- rooms very rarely, and when we do, we really put a stake in the ground and we measure to see if it's actually having the impact it's supposed to," she said. "It's really happening on the job." Overall, Facebook is aiming for authentic and customized de- velopment by making coaching available to everyone, said Lewis. e company favours on-demand coaching over executive coaching as it allows for a wider swath of the working population to have access. "We're all about culture," she said. "As a manager, you're ex- pected to be able to demonstrate that culture, lead that culture. Everyone in the company is ex- pected to be able to do that, so it's extremely important that ev- eryone understands it and is em- bodying that as they go through their roles." To develop individual employee strengths, Facebook offers career conversation classes to hone in on each worker's "sweet spot." "People that are playing to their strengths every single day are more engaged, they stay longer," said Lewis. "ey're more content." From there, the company at- tempts to support career develop- ment building on those strengths alongside inclusive, diverse teams. "at represents our world and this is where we think we're going to get the best ideas and best in- novation," she said. Facebook's learning and devel- opment techniques are derived from the organization's values: build social value; move fast; be bold; be open; and focus on impact. "Everything that we are doing should be connected to the vision and mission of the company and how you can actually build some- thing of value to the communi- ties outside of the company," said Lewis. "You need to get going. You have to just move, even if it's only partially done. We bring that into everything we do." "ese are our tenets," she said. "These are things that we do. at's why we're here and this how we do it." Focus on impact FACEBOOK < pg. 3 Credit: Stephen Lam (Reuters) Facebook founder and CEO Mark Zuckerberg has tried to foster an open culture at his company. "People that are playing to their strengths are more engaged."

• Cover