High Performance Team in Ibm

In my previous organization evaluation of fresh team members (with no prior experience) was based on factors like intelligence, extroversion, good communication skills, and ability to learn. What freshers know was less important than who they are. Induction of freshers in a team was based on finding people with right mindset. I think a fresher with basic general intelligence determines how well employees do in training, which affects the job knowledge, which in turn will affect their job performance (Gatewood, Feild, & Barrick, 2008). Moreover it is easier for large IT firm to train anyone on technology front. In case of experienced candidate; Precise matching (Behling, 1998) was done by human resource team before scheduling technical interview. A combination of precise matching and focus on general intelligence and conscientiousness was followed during two rounds of interviews.

In my project team there was blend of freshers and experienced team members. Freshers increased their technical competency by working under the guidance of experienced candidates. Their general intelligence made them to grasp technology easily which in turn increased their job performance (Ree, Earles & Teachout, 1991). On the other hand; this combination has provided an opportunity for experienced candidates to involve in decision making process. This helps in developing leadership skills in experienced candidates. Most importantly, weekly peer to peer review helped us to understand gaps in the team. Addressing these gaps improved performance and helped in exceeding client expectations. As a team leader; I have experienced those derailers who are difficult to identify tag along the team and hinder the creation of high performance team. These derailers always disseminate negative energy within the team. One of the derailer I had come across always complained about unfair assessment and that his contribution was not being recognised. He always tried to make negative assessments of other team members.

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