![]() To kick things off, we’ll be trying out this new idea with one “beta” ShipIt day. Our hope is that ShipIt days will provide ample slack time that is free of direction to spend on building new apps, fixing bugs, improving internal processes, and contributing back to our communities. To play with new technologies and to build projects together. We want to create a work environment to foster creativity and scratch itches. We need to balance our creative outreach with client expectations. At the same time, we have client projects with set development schedules, and client satisfaction is very important. If we don’t, our skills will grow stale and that’s not good for us nor our clients. We need to devote resources to research, learning, and creative outreach. Thanks, and let us know your thoughts! PurposeĬaktus needs to innovate. We'll be posting further updates again after our first day's completion and will almost certainly evolve this policy as we go. Parts of the Guidelines have been shamelessly adapted from Atlassian's ShipIt Day FAQ and Six Feet Up's post on the outcome of one of their FedEx days. So, without further ado, here's a copy of our ShipIt Day Guidelines as of September 28, 2012. Much of the reasoning and purpose behind our decision to try out a ShipIt day can be found in the guidelines we put together describing the event. We got the idea from the book Drive by Daniel Pink, and it was also suggested independently by a number of team members. ShipIt Days, also known as FedEx Days, provide a time for the team to set aside what occupies us most days-building fantastic web applications using Python and Django for our wonderful clients-and pick up something new or scratch an itch that's been bugging us for awhile. ![]() Rewards will always be important, but employees also need to feel trusted and be given the autonomy to flourish.I'm delighted to write that last Friday, we announced we'll be trying our first "ShipIt Day" at Caktus in October. If you want employees to truly care about their work and their organisation, you must create a culture that takes account of their ideas and preferences. Rigid hierarchies, job descriptions and working hours alienate people. ![]() The best leaders invite innovative ideas that challenge the status quo, even from the most junior employees. Just because a company has done something one way for years, it doesn’t mean that it must keep doing it. It also encompasses flexibility of thought. But flexibility is not only about the freedom to choose where and when to work. Challenging the status quoĪn international survey of 5,000 workers in a range of sectors by Harvard Business Review last year found that 59% favoured greater flexibility at work over a pay rise. And they want to know what they’re doing is meaningful. They want to learn new skills and perfect them. In other words, people crave self-direction. While employers must pay their staff “enough to take the issue of money off the table”, he explains that the vital ingredients of engagement are autonomy, mastery and purpose. Rewards matter only up to a point, writes US economist Dan Pink in his 2009 book Drive: The Surprising Truth About What Motivates Us. But, if a business truly wants to innovate and grow, it must invest in engagement too. ![]() A firm offering a good employee experience may be better than a lower-paying competitor at retaining valued staff, say. Engagement concerns how motivated employees are and the extent to which their values and goals align with those of their organisation.īoth factors are important. Experience refers to pay, perks, benefits and working conditions. The balance of employee experience and engagementĪlthough they’re sometimes conflated, employee experience and employee engagement are different things. One ShipIt Day will often yield more ideas for new products and upgrades to existing ones than the rest of the quarter combined, according to the firm, which says that these events are fun and engaging for all participants. The best-received concepts are then taken forward for further development. ![]() The only condition of the exercise is that they show their colleagues what they’ve been working on. People can pursue projects solo or in teams. Once a quarter, the firm holds a “ ShipIt Day”, giving employees the autonomy to work on anything they like for 24 hours, with all other responsibilities put on hold. Since 2005, Australian software company Atlassian has applied a singular approach to boosting innovation. ![]()
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