Opportunity Open Market is a radical idea for organizations to deliver autonomy to people. It should be as easy to move inside your company as it is outside.

1. Opportunity Open Market
There's an opp(ortunity) for that!

2. Motivate people
by giving them
more autonomy to choose
their role and team.

3. Goals
• Create optimal fit between people and teams
• Increase productivity, efficiency, creativity
• Increase retention

4. Values
• Trust, honesty, communication, transparency
• People instead of rules
• Individual motivation
• Choice to make a change
• Simple rules and guidelines to eliminate obstacles
• One of many tools at our disposal

5. Basics
• All regular (not contract/temp) employees are eligible
• Requested at any time
• Effective dates at feature freeze
• Teams/functions can adjust the effective date if work is
not release driven
• 14 day transition period recommended (45 day max)
• Change team as frequently as every release
• Employees should notify existing manager

6. (Not so) Invisible Hand
• Frequent team, job, or role changes can be viewed
negatively
• Feedback from existing managers and team
members
• People are motivated by becoming experts in certain
areas (Mastery as an intrinsic motivator)
• Hard to make contributions if changes are frequent
• People often want to keep working for a great
manager.

7. Dealing With Team Imbalances
• Accept that short-term imbalances may occur and
allow auto-correction for a period less than a
release cycle
• Ask and trust that teams and individuals will be
flexible and willing to take on new and different
responsibilities
• Ask people to move on or off the team
• Ask to delay change request
• Advertise positions on Bazaar
• Approve official headcount

8. Flexible Headcount per Function
• Functional Managers work together to determine
maximum staffing level
• Changes don't have to be accompanied by a matching
backfill
• Increased staffing levels will need justification and
must be approved by department VPs
• Flexible headcount is strictly for the purposes of
facilitating movement between teams. It's not
guaranteed.

9. Decision Making
• Individual and prospective team functional manager
makes the decisions
• People must be qualified to work on new team
• Performance reviews can be requested from Employee
Success
• Current manager cannot block a change

10. Bazaar
• Market teams by creating profiles
• Advertising positions
o Open Reqs
o Approved Flexible Staffing
• In GUS
• Building team of volunteers to do the work

11. Drive the Better Management Behaviors
• Create magnetic leaders
• Force collective (team) ownership
• Reduce reliance on individuals
• Transparency and respect

12. Manager Best Practices
• Process for change is like an interview
• Focus on creating the best match between your team/work
and prospective team members.
• Create an open and supportive environment
• Include team/other managers when making decisions
• Early engagement of a candidate's current manager
• If a move to a new team is not accepted, the reasons
should be addressed by the current manager as part of the
career management process

13. Measuring Success
• Reduced turnover
• Improved employee satisfaction
• Understanding of OOM
• Increased awareness of opportunities
• People are taking advantage of the program
• Tools: ADM Survey, employee satisfaction survey, HR
Exit Interviews