Whenever we ask HR professionals about the biggest barriers to innovative people practices, they almost always mention leaders and managers - and this is particularly true in sectors such as engineering and technology. They tell us that, because engineers respond well to process, they struggle to move away from bureaucratic, people processes in favour of more fluid and agile approaches. In this episode, we’re going to prove that engineers can absolutely make great people managers - and hear what HR can do to work with them more effectively.

The guest on this episode of HR Disrupted is Kiranbir Sodhia, a Senior Staff Engineering Manager at Google. Kiranbir shares his personal journey from an individual contributor to a people leader at industry giants like Microsoft and Google, candidly reflecting on early mistakes such as micromanaging and the vital role of formal leadership training. We discuss the growing trend of offering career paths for engineers that do not require transitioning into management, highlighting the value of individual contributors and the importance of HR in supporting managers who might not have initially aspired to those roles. Kiranbir's insights shed light on the challenges and opportunities of transforming engineers into effective people managers in a process-driven environment.

(00:03) Leadership Development in Engineering and Technology

(16:03) Effective Onboarding in Tech and Engineering

(21:25) HR and Engineering Manager Relationships

Kiranbir Sodhia https://www.linkedin.com/in/kiranbir/

Disruptive HR

Website: www.disruptivehr.com

Join the Disruptive HR Club https://disruptivehr.com/the-club/

Email: [email protected]