agile4 hr agile tour brussels 2015

A G I L E T O U R B R U S S E L S2 N O V. 2 0 1 5

Agile4HrHuman Relations Over Processes And Tools

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People don’t have a propensity for LAZINESS, people have a propensity for HARD WORK, it just needs to be WORK THAT MATTERS TO THEM.

Jane McGonigal, Reality is Broken

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D U R I N G A L L T H E S E Y E A R S W E T H O U G H T T H AT T H E W O R L D WA S T U R N I N G A R O U N D U S .

N O W T H E W O R L D I S T U R N I N G T H AT FA S T T H AT W E D O N O T U N D E R S TA N D I T A N Y M O R E .

B A C K O F F I C E M A N A G E R , S W I T Z E R L A N D

Agile is not just a methodology or process, it’s a mindset, a culture and working coaching and management approach supported by techniques and tools.

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What Is This All About?

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Human Relations over processes and tools

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We Try To Respond To• understand and support agile work and

management

• attract, hire, retain and get the best from agile people

• create an agile culture of real team work and innovation

• better manage organisational development and change

• better manage personal learning and evaluations

• increase speed, performance, results and satisfaction

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AGILE IS NOT JUST A METHODOLOGY OR PROCESS, IT'S A MINDSET, A CULTURE, A WORKING COACHING AND MANAGEMENT APPROACH SUPPORTED BY LEARNABLE TECHNIQUES AND TOOLS.

What’s Not

IT ASSUMES THAT THE CORPORATE CULTURE IS CONSTANTLY EVOLVING TAKING INTO ACCOUNT HUMAN INTERACTIONS.

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N O T A R E V O L U T I O N N O T N E W A G E

Not Copy And Paste Of….

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It’s….

A collection of thoughts, emerging patterns of agile leaders and HR professionals from over 10 countries.

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11W H AT ’ S Z A L A N D O ?

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I DON’T SAY THAT ZALANDO IS AGILE. BUT THAT CAN BE HOW RECRUITMENT CAN LOOK. TECH COMPANY,

CHALLENGING,MODE NERD…

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Here People Will Not Come For The Brand Of The Company But For The Culture They

Distille

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what if the recrutees realise that you are not the bride you pretend to be?

Pilars Of The Concept

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P R O D U C T I V I T Y E F F I C I E N C E E F F E C T I V E N E S S

P R O D U C T I V I T Y:

Y O U D O A L O T O F W O R K , B U T I S I T T H E G O O D W O R K ?

E F F I C I E N C E :

Y O U D O Y O U R W O R K E A S I LY, B U T D I D I T R E A C H T H E

M A X I M U M I M PA C T ?

E F F E C T I V E N E S S :

Y O U D O T H E R I G H T W O R K AT T H E R I G H T T I M E . I S T H E P R O C E S S R E P E ATA B L E ?

A G I L E

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P U R P O S E

M A S T E RY

A U T O N O M Y

Purpose = only start the work with clear purpose

Autonomy = good results come from autonomous people

Mastery = mastery through continuous improvement

Result = it’s by combining purpose/autonomy/mastery that you can create a sustainable value delivering organisation

SO

UR

CE

: « 

DR

IVE »

D.

PIN

K

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P U R P O S E

M A S T E RY

A U T O N O M Y

Outcome

SO

UR

CE

: « 

DR

IVE »

D.

PIN

K

R E L AT E D N E S S

S A F E C O N TA I N E R

C O M P E T E N C E

M E A N I N G

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B u i l d t h e r i g h t t h i n g

B U I L D T H E T H I N G R I G H T

BUILD IT FAST

M A N A G E M E N T, B U S I N E S S D O E R S / O P E R AT I O N S

A G I L E C O A C H / H R

M a n a g e me n t

b u s i n e s s

c u s t o m e r s

u s e r s

O P E R AT I ON S

AGILE COACHES /

HR

B E I N G H U M A N I S T H E VA R I A B L E

I N T H E H E A RT O F E V O L U T I O N

E S T

Let’s Make A Test

•what is an agile manager?

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•what is an agile software developer?

•what is an agile architect?

More…

• what is a French manager?

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• what is an Italian Software Developer?

• what is a Dutch Architect?

If We Take A Look On Agile Transformation…

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Project ManagementScrumAgileOver the FenceKeeping people busy

Phase 1Project ManagementScrumAgileOver the FenceKeeping people busy

Phase 2

Project ManagementScrumAgileOver the FenceKeeping people busy

Phase 3

Project ManagementScrumAgileOver the FenceKeeping people busy

Phase 4

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I S N ’ T A G I L E A C U LT U R E ?

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T I M E T O P L AY P I E R R E

P I E R R E N E I S | P I E R R E @ W E C O M PA N Y. M E

Agile Animal Farm

A G I L E T H R O U G H O U R B E H AV I O U RU N D E R S TA N D I N G

B A S E D O N M A R I O M O R E I R A’ S W O R K

Starting With A Metaphor

0101

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H T T P : / / C M F O R A G I L E . B L O G S P O T. F R / 2 0 1 1 / 0 8 / A G I L E - A N I M A L - FA R M . H T M L

THAT’S HOW I STARTED

WITH AGILE

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Purpose Of This Game

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U N D E R S TA N D I N G T H E B A S I C

P R I N C I P L E S O F T H E A G I L E

C U LT U R E A N D U N D E R S TA N D I N G T H E I M PA C T O F B E H AV I O U R I N

A G I L E

Impact of this metaphor

T H E C H I C K E N O N LY G I V E S T H E I R E G G S

P I G S H AV E T O P U T T H E I R F L E S H O N T H E TA B L E

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B A S E D O N M A R I O M O R E I R A’ S W O R K

Personas & Behaviours

0102

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Pigs• They are involved, engaged to

the project. In Scrum, it’s the purpose of the Scrum Team (Delivery Team, Scrum Master and Product Owner).

• They are committed to the work. They are working in a pigpen with other pigs who love their work.

• When Agility is well set, they are all willing to put they «  flesh-on-the-set  » each day because they feel ownership of the work.

• They a re asse r t i ve and accountable for the success of the project and have a majority (if not all) of their performance goals linked directly to the success of the project and their specific Agile team.

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• They come and go on the project.

• While chickens are mostly helpful, because they are contributing their eggs, they don’t always understand the full context because they are n o t a d e d i c a t e d t e a m member.

• So occasionally they may accidentally contribute a rotten egg.

• They are not accountable for the success of the project, although they may have a s m a l l p o r t i o n o f t h e i r performance goals linked to the success of the project.

Chicken

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Foxes• They like to stealthily move

into and through the team seeing who has certain skills and ideas.

• Then they like to steal not only resources (Agile team members) for their own teams, but they also steal ideas.

• They are not necessarily negative, because they are o f ten so qu ie t in the i r manipulative work.

• They are dedicated to their own success.

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Seagulls• They like to fly around the

p ro j e c t a n d n o t r e a l l y contribute in any manner.

• They enjoy “talking” (mostly hearing themselves speak) and pretend they are adding value, but they are only annoying the pigs (Agile team members).

• Often, they like to swoop in so it can look like they are involved (and they’ll tell others this).

• They are often quite negative, squawk a lot in a “know it all” manner, and often poop on people and their ideas.

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Rats• They are deceiver types who

will use the trust of the team to gain insight into topics so they can then “rat” on what is going on to others.

• Often on Agile teams, they are really deceivers because they are really anti-Agile or just plain negative people.

• T h e y o f t e n k n o w t h e decisions that are made based on certain contexts that the team is in, but will twist the truth in order to bring the project down.

• It is important to identify these deceivers as quickly as possible and get them off the team.

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Cats• They are a lazy type on an

Agile team that really do not pitch in but instead like to sleep instead.

• They are almost purposefully not assertive, have been used to just “getting by” on projects for years, and are not real ly interested in feeling ownership of the work.

• They t yp i ca l l y ne i t he r positive nor negative and simply like to be left alone.

• The other team members will begin to notice this behaviour and realise they are not really interested in becoming part of the team.

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• They are command-and-control types who think they can continue to tell their folks what to do even though they are dedicated to their Agile teams.

• Sometimes referred to as bullies, they charge right into the team and attempt to direct them to their own work and often deviate the team from building product functionality.

• Ty p i c a l l y, t h e y a re n o t interested in the Agile mindset because they see it as a challenge to their authority (technical or managerial) or don’t really understand or care about the business benefits of Agile, but instead want to maintain their own status.

Bulls

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Shepherd Dog• And f i na l l y no f a rm i s

c o m p l e t e w i t h o u t t h e Shepherd Dog.

• However, on an Agile farm, it cannot be just any Shepherd Dog but instead a benevolent Shepherd Dog who is good to his animals and ensure the animals have what they need to grow and prosper.

• The Agile Animal Shepherd Dog encourages, inspires, a n d a l l o w s f o r t e a m a u t o n o m y a n d s e l f organisation.

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P L AY A N D W O R K I T O U T !

Let’s Try A Game

0103

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Let’s Go Back In The Past…

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‹#›|

WE INCREASE RETURN

ON INVESTMENT BY

MAKING CONTINUOUS

FLOW OF VALUE OUR

FOCUS.

WE DELIVER RELIABLE

RESULTS BY ENGAGING

CUSTOMERS IN

FREQUENT

INTERACTIONS AND

SHARED OWNERSHIP.

WE EXPECT

UNCERTAINTY AND

MANAGE FOR IT

THROUGH ITERATIONS,

ANTICIPATION, AND

ADAPTATION.

WE BOOST

PERFORMANCE THROUGH

GROUP ACCOUNTABILITY

FOR RESULTS AND

SHARED RESPONSIBILITY

FOR TEAM

EFFECTIVENESS.

WE UNLEASH CREATIVITY

AND INNOVATION BY

RECOGNIZING THAT

INDIVIDUALS ARE THE

ULTIMATE SOURCE OF

VALUE, AND CREATING

WE IMPROVE

EFFECTIVENESS AND

RELIABILITY THROUGH

SITUATIONALLY SPECIFIC

STRATEGIES, PROCESSES

AND PRACTICES.

Hr Questions?47

C H A L L E N G E F O R H R

A L I G N E D W I T H B U S I N E S S S T R AT E G Y

C U LT U R E

L E A D E R S H I P

O R G A N I S AT I O N A L D E V E L O P M E N T

C H A N G E M A N A G E M E N T

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What Is Hr?

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H T T P : / / E N . W I K I P E D I A . O R G / W I K I / H U M A N _ R E S O U R C E _ M A N A G E M E N T

R E C R U I T M E N T

T R A I N I N G

P E R F O R M A N C E A P P R A I S A L

R E WA R D I N G

PAY & B E N E F I T S

C O L L E C T I V E B A R G A I N I N G

G O V E R N M E N T L AW S

STRATEGIC MANAGEMENT OF THE WORKFORCEM E R G E R S & A C Q U I S I T I O N S U P P O RT

TA L E N T M A N A G E M E N T

S U C C E S S I O N P L A N N I N G

I N D U S T R I A L & L A B O R R E L AT I O N S

D I V E R S I T Y I N C L U S I O N

ORGANISATION PSYCHOLOGY

EMPLOYEE TURNOVERR E G U L AT I O N

W E FA C E D F R I D AY

L A S T Q U E S T I O N S

Organisational Challenges

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K I N G

FA R M E R

K I N G R E C R U I T E D B Y G O D T H E FA R M E R H A S 3 B E E F S

T H E K N I G H T WA N T S 2 B E E F S

T H E FA R M E R K E E P S 1 B E E F

W H E R E S H O U L D H E C O M P L A I N ?

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J U N I O R

J A S O N I S A J U N I O R . H E I S V E RY PA S S I O N AT E A B O U T H I S N E W

J O B . W H E R E C A N H E G O T T H E R I G H T I N F O R M AT I O N . H O W L O N G

S H O U L D I T TA K E ?

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J A S O N

J A S O N L O V E T O D A N C E . H E M E E T E L I S A , A S S I S TA N T O F T H E C E O ,

AT T H E S A L S A C O U R S E . T H E Y B E C O M E C L O S E R . T H E Y TA L K A L L T H E T I M E A B O U T T H E C O M PA N Y

D U R I N G T H E I R F R E E T I M E . J A S O N H A S N O W M O R E I N F O R M AT I O N

T H A N H I S S U P E RV I S O R .

E L S A

The Questions That Everyone Is Asking

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U N D E R S TA N D A N D S U P P O RT

A G I L E

AT T R A C T, R E C R U T, R E TA I N , G E T T H E B E S T

A G I L E P E O P L E

B A S E D O N R E A L T E A M W O R K , D I V E R S I T Y

B U I L D A N A G I L E C U LT U R E

O R G A N I S AT I O N A L D E V E L O P M E N T A N D C H A N G E

M A N A G E B E T T E R

I N D I V I D U A L L E S S O N S L E A R N E D A N D E VA L U AT I O N S

B E T T E R M A N A G E

S P E E D , P E R F O R M A N C E , S AT I S FA C T I O N

I N C R E A S E

Conclusion62

Agile Is Easy63

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D E L I V E R AT L E A S T O N C E A M O N T H

I N S P E C T A N D A D A P T

T R E AT P E O P L E L I K E A D U LT S

A S K T H E T E A M

agile hacked by HR… or reverse?

Agile Is66

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T H A N K Y O U

69P I E R R E E . N E I S

P I E R R E @ W E C O M PA N Y. M E

Human

Agile by Nature

W W W. A G I L E 4 H R . N E T