adventures with agile: traditional hr has failed us! how to convince them to go agile

Adventures with Agile | London UK | May-19-2015

Fabiola Eyholzer | @FabiolaEyholzer | #Agile4HR

Traditional HR has failed us! How to convince them to go Agile.

Quoting @estherderby: I wish HR stood for Humane and Resourceful

Excited to talk at @agileadventures. Are you ready to tap into the world of #agile #HR?

Understand about the importance of HR for enterprise agility 1

Hear what Lean | Agile People Operations is all about 3

See a game plan for your Agile HR journey 5

LEAN | AGILEPEOPLE OPERATIONS

4 Discuss elements of Agile HR instruments

2 Tap into the world of Human Resources

The Importance of HR for Enterprise Agility

“People Operations is your secret weapon for bringing lean | agile to an enterprise level.”

Fabiola Eyholzer, Just Leading Solutions

A lean | agile culture evolves around people and corporate values and settings - all of which are key mandates of HR

What Agile says about HR … and HR does not like to hear

There is no question about it: HR is not there yet and it is a long road. But HR is going to take it

The World of Human Resources

The world of Human Resources is colorful, but complex

The good, the bad and the ugly truth about Human Resources

The Good The Bad The Ugly

Knowledge is the one scarce resource today, that puts people & HR on the corporate agenda like never before

The Good

Thanks to technology and outsourcing routine tasks are demoted, leaving more resources for key people issues

The Good

HR is constantly evolving and a new generation of HR professionals is coming on board

The Good

HR practices and processes are not in line with the needs of 21st century people and organizations

The Bad

HR instruments are driven to handle poor performance and mediocrity

The Bad

(Unjustly) the image of HR is average at best, devastating at worst

The Bad

Many people decisions and policies are dictated by hidden forces, namely: Finance, Legal, and Management

The Ugly

Many HR instruments must make up for weak managers and uninspiring leaders, costing companies billions

The Ugly

The underlying believes behind many practices are clearly outdated: Our Compensation thinking is a century old

The Ugly

Let’s stick with the good things, change the bad, and get rid of the ugly ones

The Good The Bad The Ugly

Stick with

Make change to

Get rid of

Lean | Agile People Operations

Lean | Agile People Ops is the future of HR in innovative, engaging and fun organizations

The key mandate of Agile HR is to inspire & engage talents, not on retain and control employees

The Manifesto for Agile HR describes the core values of Lean | Agile People Ops

Manifesto for Agile HR

Individuals and interactions over processes and tools

Inspire and engage over manage and retain

Collaboration over organizational structures

Responding to individual needs over following a career plan

The Principles for Agile HR express the key characteristics of Lean | Agile People Ops

Principles for Agile HR

1. Focus on creating valuable employee experiences and exceeding expectations.

2. Give people purpose, meaning, and context.

3. Shape a strong culture, where core values are lived up to – by everyone – every day.

4. Create a stimulating work environment and provide necessary tools and access.

5. Appoint amazing people and nourish their passion and potential.

6. Build an organizational network around collaborative teams and motivated people.

7. Value face to face conversations and be courageous and genuine in all your interactions.

8. Stimulate and boost meaningful growth.

9. Ensure continuous learning and exchange of ideas, information and knowledge.

10. Care about the happiness, health and welfare of your people.

What is the difference between Agile & Traditional HR?

Nothing and everything!

What is the difference between Agile & Traditional HR?Nothing and everything!

Agile vs. Traditional HR Instruments

The traditional HR employee cycle starts with hiring and ends with retiring

Inspire Admire

RetireDevelop

Compensation & Benefits

Talent Acquisition

Performance Management

Learning & Development Separation

Agile Hiring is about creating an experience for candidates and assessing their ability to thrive in an agile setting

• Make hiring about the candidate and create an experience

• Ensure modern means of application and communication are available

• Create clear and transparent process with an appointed people liaison

• Be honest and selfless in your interactions with candidates

• Align interview style and questions to assess agility and team fit

• Let them showcase their ability to perform and thrive in an agile team setting

• Remember speed is of the essence but: Hire slow, fire fast

Talent Acquisition

A “Hire slow, fire fast “approach can help to shape a great team and boost their potential

• Be considered when acquiring new talents

• Don’t let pressure guide you into making hiring decisions

• Avoid hiring freeze situations

• Boost onboarding and inspire performance and growth

• Don’t delay necessary separation decisions

• Steer clear of performance improvement traps

• Take separation steps heads on and with integrity

Talent Acquisition

Separation

Turn leaving talents into winning ambassadors

• Separate with integrity and honesty

• Help people to transition

• Avoid burning bridges

• Turn your former talents into winning Alumni

• Stay connected

Separation

Agile requires flexible resource planning as well as a strong brand and a full talent pipeline

• Be agile in your workforce planning

• Enable on the spot changes

• Equip teams to be able to handle personnel changes at short notice

• Create a full and winning talent pipeline

• Boost internal careers for employees

• Turn Alumni into great ambassadors

• Proactively connect with potential talents

• Engage with your current applicants

Talent Acquisition

Agile talent development focuses on personal and professional growth and creating unique experiences

• Invest in a work environment that inspires and boosts growth

• Avoid turning learning and development into a top-down approach with the organization delivering and employees consuming

• Allow access to information and knowledge

• Enable teams and people

• Create an environment of continuous learning and sharing

• Include interactive learning and modern teaching methods and channels

• Regular and continuous 360 degree feedback

• Provide unique experiences for personal and professional growth

• Redefine careers to fit into the world of connected organizations

Learning & Development

Compensation should take the topic of money off and not on the table

• Pay enough to get the topic of money off the table

• Compensation is about making the life of people easier and better not about retaining them

• Consider modern take on bonuses and focus on profit sharing

• Invest in the health and wellbeing of your people

• Enable flexible salary adjustments uncoupled from annual merit rounds

• Establish team awards and other forms of recognition

Retention has no place in agile, but engagement is key for a winning talent force

• In many HR cycles Compensation is seen as Retention element.

• Remember people usually leave managers not companies or compensation packages

• Realize long-term employment is a thing of the past

• Avoid Retention programs

• Focus on inspiring and engaging people

Performance management is the art of setting meaningful goals, that sparks the imagination and drive of people

• Set and visualize meaningful and shared goals

• Empower and trust people to follow through

• Invest in great leaders and ensure a strong leadership pipeline

• Move goal setting and review from an annual to an iterative process

• Decouple financial aspects from goal setting and achievement

• Facilitate continuous review and feedback to drive comparative success

• Create momentum

• Acknowledge and celebrate success

Performance Management

The employee cycle in Lean | Agile People Ops focuses on interacting with current, former, and potential talents

interactshare

engageempower

inspireselect

acknowledge grow

care, communicate, connectPotential & Former Talents Current Talents

Agile HR Journey

May-19-2015 39

Agile HR Journey

Potential issues are not yet apparent

and HR proceeds as usual

Discrepancies between agile and

corporate HR occur but are dealt with

according to regulations

Transitional instruments allow

to bridge agile teams requests with

corporate HR demands

HR tools are being reinvented to fit the

essentials and culture of successful

lean | agile teams and units

HR organization is redesigned

according tolean | agile values,

principles and practices

Agile is an individual effort with sporadic

and inconsistent stand-alone solutions and limited interaction

and collaboration.

Agile is applied by multiple teams. They start to display agile

habits and define first standards. Knowledge

sharing occurs gradually.

Agile practices and lean portfolio

management are applied by numerous units. They show agile behavior and deliver

consistent results under emerging agile

governance.

Agile maturity level is elevated and scaling

efforts across multiple units and locations are

successful. Value creation is consistent

and visible throughout the whole

organization.

Lean | agile values & principles are at the

core of the corporate DNA, shaping the

culture, behavior and mindset of the whole

organization. And corporate settings, development and

activities are realigned across all business and

service units.

The need for a new take on HR is closely linked to the Agile Transformation Journey

May-19-2015 40

Agile HR Journey

Agile HR

Agile HR Organization

Agile HR Solutions

Agile HR is about providing winning HR solutionsAgile HR is about providing winning HR solutions as well as building a responsive HR organization

Agile HR Journey

Agile People Ops is a key in bringing Agile to an Enterprise level. Yet the decision cannot be taken lightly

Agile HR Journey

The journey towards Agile HR is

– oblique –

Agile HR Journey

– evolving –

Agile HR Journey

– challenging –

Agile HR Journey

Let’s hear what Madison Square Garden in New York has in common with the challenges of the Agile HR journey

Agile HR Journey

The 2012-2015 Transformation of Madison Square Garden, New York, is impressive

Key parameters

• $ 1 billion investment

• 24/7

• 3 years construction time

• Ø 1.600 subcontractors per day

• 2.200 people daily on peak

Two key features

• Dynamic scoreboard (18 individual high-definition LED displays which are curved to mirror the circular design of The Garden; 4 main video displays measure 15.7 feet tall by 28 feet wide etc.)

• Two suspension bridges (233 feet long and 22 feet wide, weighing more than 325 tons each).

Source: http://www.us.jll.com/united-states/en-us/case-studies/399/jll-ny-pds-madison-square-garden/

Agile HR Journey

Changing to Agile HR is like transforming MSG while it is hosting full house events

Game Plan

Your game plan for creating a new HR toolbox for agile enterprises

• Get your HR team on board to work on a common understanding and a shared vision

• Form and empower interdisciplinary agile working groups

• Do what agile does best: Create amazing solutions in an iterative process

• Don’t be afraid to build bridges if need be!

• Achieve tangible results to build trust and reshape culture and mindset of your people, teams, and organization

• Continuously improve and innovate as you grow

• Communicate, communicate, communicate!

Game Plan

It all starts with your next dialogue with your People’s Person!

“HR is at a crossroad and those brave enough to embrace lean | agile will be your secret weapon of enterprise agility - let's help them be your warrior!”

Fabiola Eyholzer, Just Leading Solutions

Thank you!

Just Leading Solutions

275 Madison Avenue14th Floor

New York, NY 10016

nyc@justleadingsolutions.comwww.justleadingsolutions.com

Fabiola EyholzerCEO

fabiola.eyholzer@justleadingsolutions.com+1 908 340 8091

@FabiolaEyholzer

May-19-2015 54

adventures with agile: traditional hr has failed us! how to convince them to go agile

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