hr in the agile era€¦ · hr for the connected and exponential era (4x3) 1 agile by design:...
TRANSCRIPT
HR in the Agile eraKeynote sprint
Squad working experience Tech platform demo + Q&A
Kim AthertonChief People Officer - OVO EnergyFounder & CEO- Just3Things.com
Perry Timms Chief Energy Officer: People & Transformational HR
TEDx & International Speaker - The Future of Work, HR & LearningHR Most Influential Thinker 2017
Author: Transformational HR
Context
We are being led into the future by leaders who don’t understand networks;
and by technologists who don’t understand the world.
Joshua Cooper Ramo
The Seventh Sense - Fortune, and Survival in the Age of Networks - 2016
The organisation of human endeavour and leadership through the ages
Foragers
Tribes
Institutions
Industrialisation
Purpose-led
Wholeness
HR People & Programme Support exists to orchestrate
harmony across people, the organisation and processes
HR People Performance &
Development exists to create the
circumstances for people to do their
best work
HR People Strategy & Partnerships
exists to build relationships with
people and intelligence about people
HR People & Organisation Transformation is a space to
create the future for people and the work they do
Four Zones Model for Transformational HR
HR People & Programme Support exists to orchestrate
harmony across people, the organisation and processes
HR People Performance &
Development exists to create the
circumstances for people to do their
best work
HR People Strategy & Partnerships
exists to build relationships with
people and intelligence about people
HR People & Organisation Transformation is a space to
create the future for people and the work they do
Four Zones Model for Transformational HR
Design for Distributed Leadership - Squads
● Up to 8 energised people
● End-to-end product build
responsibility
● Commissioned by a
Product Owner
● Self-selected as a norm
● Self-directed
● Supported by a Squad
Coach
● Disassemble on
completion
Squad Working Model
Design for Distributed Leadership - Squads
Squad ProcessesAgile works best when it’s about solving problems and answering questions
Working through Autonomous and Agile Squads:
What are the questions we need answers to, and the problems we need to solve?
Design for Distributed Leadership - Squad Working
Agile is our founding theory- Collaborative, open, participative, conversational, feedback loops, adaptable, problem-solving, sum is
greater than the individual parts. Leadership is more a coordination act than a controlling act
Governance is light-touch- Individuals and Interactions more than processes and tools- Working Software more than comprehensive documentation- Customer Collaboration more than contract negotiation- Responding to Change more than following a plan
Values drive, guide and define our processes- Iterations, increments and evolution- Agile breaks a product’s development into increments to minimize upfront planning and design
Iterations, or sprints, are short time frames involving a cross-functional team and a Squad coach- User / stakeholder involvement is regular and critical to test iterations
Working prototypes are our primary measure of progress.
Design for Distributed Leadership - Squad Working
Product Owner- commissions the product to create the project
and signs off the product as fit for purpose.
Squad- assembled to build the product via a project
plan. Helped by our Agile/Squad Coach: Assigned to help the squad work well together and be deployed by them to remove blocks and overcome issues, influence others, etc.
Product and User Stories - narratives created to help understand what
the product exists to do and who for and in what way
Backlog- a range of tasks and activities, created at the
start of a sprint, to deliver the work needed for that stage of the product build
Sprints- Time-boxed aspects breaking down the
project lifecycle into stages to ensure the product is built to time and quality
Stand-ups- short meetings to review progress; raise
issues and allocate work
Prototype - a sketch or model illustrating what the entire
product will look like, feel like and do.
Minimum Viable Product- a working version of the product containing
basic elements of what the finished, polished product would be like and do without it being the actual end product.
Design for Distributed Leadership - Squad Working
Product Owner- commissions the product to create the project
and signs off the product as fit for purpose.
Squad- assembled to build the product via a project
plan. Helped by our Agile/Squad Coach: Assigned to help the squad work well together and be deployed by them to remove blocks and overcome issues, influence others, etc.
Product and User Stories - narratives created to help understand what
the product exists to do and who for and in what way
Backlog- a range of tasks and activities, created at the
start of a sprint, to deliver the work needed for that stage of the product build
Sprints- Time-boxed aspects breaking down the
project lifecycle into stages to ensure the product is built to time and quality
Stand-ups- short meetings to review progress; raise
issues and allocate work
Prototype - a sketch or model illustrating what the entire
product will look like, feel like and do.
Minimum Viable Product- a working version of the product containing
basic elements of what the finished, polished product would be like and do without it being the actual end product.
The Product
When you’ve made this product, what will it be?
Who’s your product for?
What is the problem it is resolving for those people (and also for you)?
What opportunity is this product creating?
What features or functions does the product contain that will solve the issue or problem (or exploit the opportunity)?
And to wrap it all together
If the product were a story (beginning, middle, end; characters; challenges; incidents and events etc.) how would you tell that story?
Design for Distributed Leadership - Squad Working
The Product Owner
Who owns the product?
Are they the same person who commissioned it?
Who will sign it off as fit for purpose?
Who is accountable for its success and its continued existence?
What’s your relationship with/to them?
Design for Distributed Leadership - Squad Working
User Stories
Who are the USERS of this product? - What stories can you create for what they need from this product?- How might they influence, enhance or obstruct our product once it’s ready to use?
Come up with as many user types as you think there are for the product, using this hypothesis technique:
As a <user role> I want to <do something> so that <value is created / problem is solved>.
An example for HR that might be:As a <line manager> I want to <respond to flexible working hours requests quickly> so that <I can keep team harmony and not make snap decisions or cause unnecessary frustration>.
So our product here could a helpful guide or app/online “wizard” for flexible working requests in easy reach of all managers and staff requesting it.
Design for Distributed Leadership - Squad Working
Getting Started - Four Super Fast Sprints
Our challenge - start a product build within 15 minutes
1 First 2 mins: Start with a
Product Story Someone volunteer a project or piece of work
coming up which they’d like to give the Squad
treatment
2 Next 1 min: Identify the Product
OwnerThe squad member proposing this product will
have to help with this but there’s a reason this
person owns it...what is that?
3 Next 7 mins: Start to build the
Product We only time for a Product Canvas, but if we had
another hour, we’d create the Product Backlog and
Product Roadmap
4 Final 5 mins Create User Stories:As we only have fifteen minutes, it would be great if we
could ALL have a go at writing a user story. So once
we’ve shared what the product is and who might the
users be, instead of one person writing and everyone
else contributing in turn, be agile and each write at least
one user story - discuss which one and agree then write
it and compare when you’ve all written. 5 minutes, 8 of
you in the squad could deliver at least 8 user stories in
that time
Product Story - using the Product Canvas
Name Goal(s) Metrics
Users - Primary Target Big picture features Details
Users - Secondary Target
User Stories
Who are the USERS of this product? - What stories can you create for what they need from this product?- How might they influence, enhance or obstruct our product once it’s ready to use?
Come up with as many user types as you think there are for the product, using this hypothesis technique:
As a <user role> I want to <do something> so that <value is created / problem is solved>.
An example for HR that might be:As a <line manager> I want to <respond to flexible working hours requests quickly> so that <I can keep team harmony and not make snap decisions or cause unnecessary frustration>.
So our product here could a helpful guide or app/online “wizard” for flexible working requests in easy reach of all managers and staff requesting it.
Design for Distributed Leadership - Squad Working
HR in the Agile era
A taster of Squad Working
More in this deck available for download on Slideshare
Product Owner | Squad members | Kickoff meetingProcesses |Product Story | Roadmap and timelineUser stories | Backlog of tasks | Sprints | Standups | Kanban BoardsRetrospectives | Sharing next practices | Involving others
We can learn more through applying this method back in our workplaces and design for distributed leadership
Case study
Traditional hierarchical models of the organisation are not workingRedesigning the organisation is the number 1 priority for companies in 2016 & 20171
How things were How things are How things work
(1): Source: Deloitte “Rewriting the rules for the digital age”;(2): “Organisational design: The rise of teams”, Deloitte Human Capital trends 2016
“the companies that are deploying agile at scale have accelerated their innovation by up to 80 percent”
The platform that has helped us to organically transition to
networks of cross-functional teams, empowered to do their
best work
● Display company vision and goals to all
users
● Set better goals (SMART or OKRs) and
alert employees to any similar goals
across the business to reduce duplication
of effort
● Align effort through the organisation by
showing how goals support each other
and roll up to the company priorities
● Increase transparency - users can search
for any team, individual or goal and stay
up to date with progress
Set out clear goals
● Bring people together from across the
organisation to work towards a common
purpose
● Increase accountability by assigning leaders
to projects which cross departments
● Give cross functional teams an identity that a
traditional org chart fails to do
● Tag colleagues to alert them to actions, leave
comments and celebrate success
Create cross functional teams
● Track progress against goals with regular
performance check-ins
● Keep progress up-to-date with a range of
automated data-source integrations
● Drill down into aligned goals to understand the
reasons behind company goal performance
● Get an at-a-glance overview of strategic progress
with company dashboards
● Simplify performance reviews with a summary of
check ins, progress and comments throughout the
period
Easily report progress
Outcomes
HR for the connected and exponential era (4x3)
1 Agile by design:
Adaptive systems that sense and adjust to
the needs of their people and the people
they serve in the world
2 Digital by default:Utilising the best digital tools,
infrastructure and connectivity to be more
effective in creating value for their people
and the world
3 Creative by demand:Innovation as usual in a world of new,
complex and opportunity rich solutions, to
the needs and problems of the 21st century
world of work
4 Fair by decree:Just, equitable and inclusive ways to work,
live and earn our place in the world. Doing
good beyond profit and in service of
humanity and our ecology
Four sensibilities and a complex world.
It’s time for HR to be agile, pacy, collaborative: It’s time for Just 3 Things.
