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Topic: Посредник в rotation process

Who was participating: Таня Юшкевич, Глеб Волосюк, Максим Малец, Евгений Овчинников, Дмитрий Лабутин, Никита Сысков, Катя Федорец, Александр Кедяров

Thesis of the discussion: Посредник должен понимать проблемы с разных сторон. Ему должны доверять все стороны. У Посредника должен быть доступ к следующим людям/ролям:
1) HR Location
2) Staffing Coordinator
3) Senior DM or reporter
4) Delivery Supervisor
5) Location head (optional for special cases)

Recommendations: Перед тем, как обращаться за помощью к Посреднику, инициатор должен сделать набор обязательных шагов. Чеклист надо сделать.
1. Rotation agreement is registered. There are some meeting follow-up(s).
2. RM argumentation are written: DFU from the last talk(s), Grow, PDP, Assessment feedback.
3. DM argumentation: SOW details (fines or free KT period), KT plan, previous agreements, business impact.
4. Staffing coordinator: "spravka" that the person will not stay on bench (50-70% to be assigned).
5.  Staffing coordinator: probability to find a replacing candidate.

6. Staffing coordinator: validate that there is a replacing position. (а мы уже договорились?) On Training position + Billable
7. Employee: agreed to rotate from the project.

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Topic: DM role and motivation in Rotation process

Who was participating: Pasha, Valya, Denis

Thesis of the discussion:
> What to do if Rotation button will become available for everyone. Who is responsible for communicating with people about rotation opportunity.
DM can say what are the possible opportunities fir the person during the project, for example opportunity to grow in certain domain.

> Role of DM in rotation: creating new position, description of the project etc. Describing the position in the attractive way.
DM are not motivated in taking part in rotation.
It is important to mention benefits and exiting things about the position.
The only motivation of DM is money, DM should have plan for growing people.

> What works is when Juniors do job shadowing and are taken by those people they shadow to other projects.

> DM don't want to rotate because it takes some effort. And they are not able to motivate for the work inside the project.

> If the functional managers will appear they will have opportunity to work with employees as well and influence their career path.

> Employee needs support in growing and it doesn't matter who exactly will help in this DM, RM, or whoever else.

Recommendations:
* If new position is being created there should be separate field on how fast people can be rotated (depending on position, for example only in 3 months). It is better to do it Stuffing Desk.

* Job shadowing is good option for growing people.
If someone would like to leave they could take a person for shadowing and leave him/her after.

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Topic: dm/rm/am collaboration

Who was participating:
Andrei, Andrei, Evgeniya, Roman, Volha
Thesis of the discussion:
Absence of motivation in each role,
Conflicts of interests
No benefits
Big not interesting accounts

Recommendations:
Visibility of RAs to employees
Possibility to create RA by project line
To show advantages of current project/account
Cross-direction education
Sharing responsibilities and authority between dif roles

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Topic: Простые инструкции по созданию Rotation Agreements

Who was participating: Максим Малец, Таня Юшкевич, Валентина Гром, Женя Драпун, Дмитрий Лабутин, Александр Кедяров, Евгений Овчинников

Thesis of the discussion: Обычно "молодые" RM'ы не знают, как это делать.
Разработать раздел в адаптации для RM'ов.

Recommendations:
DM:
- Notify AM

- Check options inside project / account
- Speak to the employee

- Call RM (not only formally typing "Reject" in the system)
- Prepare Job Description for a replacing position (the employee should help).
- Ask the employee to prepare KT plan.
- Approve RA
- Create a replacing position

RM:
- Consult with senior RM (RM2+)
- Talk to employee to understand his wants (interesting scope of work, when to rotate, etc.)
- Find contact on project side (TL, DM)
- Arrange a call to discuss rotation agreement.
- Submit a draft rotation agreement.
- Involve senior manager and potentially Staffing Coordinator to get an estimate for replacement.
- Sync with the project to finalize RA.
- Get back to employee.
- Submit.

RM Hints:
- Regular sync calls util RA is fully done (weekly or bi-weekly)
- Keep employee updated.

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Topic: 2weeks overhead

Who was participating:
Roman, Nikita, Andrei, Andrei, Katya, Tanya, Olya
Thesis of the discussion:

Recommendations: