workbook agile people hr · 2020. 8. 28. · agile hr manifesto agile people ® 10 notes we are...

WORKBOOK AGILE PEOPLE HRName:…………………………………………………………………………………………………………………..

INTRODUCTION

Agile People ® 2

AGILE PRINCIPLES

Agile People ® 3

Transparency Visualization

Trust

Customer Value

Focus

Relative Goals

Continuous Learning &

Improvement

Increase Psychological

Safety

Increase Diversity

Cross Functional Teamwork

Empowerment Optimize for the Whole

More Experimentation

Trial and Error

Emerging Goals

Tell why and what and leave the how

to the people

Don’t Sub optimize

Individuals and Interactions over

Processes and Tools

Know People Deeply

Peer Pressure

Collective Intelligence

Clear Goals & Simple Rules

Stable and Semi-stable teams

Self Organization

Increase Happiness

Give and Receive Positive Feedback

Make Mistakes and Learn from them

Self Leadership

Grow People

Common Direction

Accountability & Commitment

Purpose and Meaning

Boundary Spanning

Authenticity

Adaptability

Sustainability

AGILE PRINCIPLES IN YOUR WORK

Agile People ® 4

… where could Agile Principles help you in your work tomorrow?Please take a couple minutes to take notes for yourself!

NOTES

AGILE TOOLS AND METHODS

Agile People ® 5

Personal Maps Sococo

Retrospectives

Reiss Motivation Profile

Kanban & Trello

Value Stream Mapping

Scrum

Impediment Log

Lean Kaizen

Buddy System

Daily Standups

Delegation Boards

Consent Decision Making

…

Psychological Safety Game

Merit Money

Story Boards

OKRs

Beyond Budgeting

Salary Formulas

Bonusly

Applause

PERSONAL MAPS

Agile People ® 6

HR DELIVERABLES “WHAT”

Agile People ® 7

WorkforceAnalysis

Now Future

LearnLearning

Vision & StrategyGlobal breakdown

Perform

Recruit

Recruitment

Succession

Compensation and benefits

PayDevelop

Competency

NOTES

AGILE HR AND HR:S NEW ROLE

Agile People ® 8

PRINCIPLES FOR AGILE HR

Agile People ® 9

From…

1. Develop policies, rules and standards 2. Deliver programs & processes to customers 3. HR Specialists OR HR Generalists

OR HR Admins 4. Individual work 5. Functional HR / specialist area 6. Jobs & positions 7. HR Projects 8. Promotions and bonus programs 9. Deliver programs & processes 10. One size fits all 11. Having the ”HR recipe” 12. Human view X

To…

No-size fits all Support flexibility, speed and collaboration Supporting the organization to perform T-shaped HR people who can take on many different roles Human view Y Teamwork (cross functional) Playing many different roles Stable, high performing teams Involve customer in delivery Salary formulas and profit sharing (can be performance related) Value stream-based HR Experimentation

Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order

AGILE HR MANIFESTO

Agile People ® 10

Notes

We are uncovering better ways of developingan engaging workplace culture by doing it and helping others do it.

Through this work we have come to value:

Collaborative networks over hierarchical structuresTransparency over secrecy

Adaptability over prescriptivenessInspiration and engagement over management and retention

Intrinsic motivation over extrinsic rewardsAmbition over obligation

That is, while there is value in the items onthe right, we value the items on the left more.

CHEAT SHEET FOR T-SHAPED HR PERSON

Agile People ® 11

Notes

Team Contribution• You participate proactively in developing WoW within HR• You contribute to the team by giving and receiving feedback

in a straight-forward manner• You continuously analyze whether you and the team are

working on the right things• You treat your colleagues in an amazing way and think very

highly of them• You communicate when the internal and external quality is

not up to par• You continuously develop your cross-functional understanding• You challenge your teammates by asking value-based questions

Company contribution• You always have your ear to the ground to identify new needs

within the organization• You proactively work cross-functional• You raise your voice when you have encountered a risk,

problem or hazard• You bring your best problem-solving ambitions to the table• You coach and support colleagues in internalizing

the company values

Innovation• You contribute to developing and

simplifying processes• You frequently ask questions to the

organization to pick up new needs andfeedback

In your personal role• You have a basic understanding of the

HR value work• You work independently as well as in

teams to fulfill HR activities• You seek out new information and

knowledge regarding HR work thatinterests you

• You always strive for providing topnotch candidate experience

CONCLUSION: WHEN YOU THINK ABOUT HR AGAIN

Agile People ® 12

What needs to change for HR to become more agile?

Discuss with a partner or your table group and take some notes

Notes

PRINCIPLES FOR CAREER AND SUCCESSION

Agile People ® 13

From…

1. Strict career paths, up and / or out2. Purpose: Get a better title & more money3. Predefined titles4. Managers decide about succession5. Non-transparent process6. A few candidates in an excel sheet

To…

Let employees nominate future managers All people in the company can be considered Purpose: Competence development Set your own title No strict career paths Transparency in who will replace who


EMPLOYEE JOURNEY MAP

Agile People ® 14

Use one of the employee personas from the Cheat sheet exercise and think about how this person is interacting with an organization. You should find the good experiences and the friction points and create an employee journey map instead of a customer journey map (same concept but using the employee as the customer)

Notes

EMPLOYEE JOURNEY MAP - EXAMPLE

Agile People ® 15

HOMEWORK: WHAT APPROACH

Agile People ® 16

Now, think about the organization for the Boomerang company. What kind of approach do you recommend the CEO Peter to take?

• What is the first step?• How will the vision for HR look like?• How do you make the change to an agile HR department?• What organizational principles will you follow?• What agile HR practices do you want to try?• Produce a flip chart / team as a summary of your discussion.

Notes

CONCLUSION: THINK ABOUT YOUR OWN ORGANIZATION

Agile People ® 17

… what Agile HR practices do you want to start to experiment with?

Discuss with a partner

Notes

HOW HR CAN USE AGILE TOOLS AND PRACTICES

Agile People ® 18

Agile People ® 19

CONNECTION: WHAT DOES AGILE MEAN FOR YOU?

Notes What does „agile“ or

„becoming more agile“

mean for you?

Please take a couple

minutes to take notes for

yourself!

SCRUM

Agile People ® 20

Product backlog

I

H

G

F

Sprint Planning Meeting

4 weeks -Max 8 hours


Sprint Backlog

E

D

C

Development2 - 4 weeks

Daily Scrum 15 min p/day

“Done” increment

B

A

Sprint ReviewSprint

Review

Sprint Retro-

spective

Product Owner (1) Development Team (3-9) Scrum Master (1) Scrum TeamStakeholders





Planning meetingSetting forecast

Story workshopGenerate user St.

Story workshop Generate user St.



Product backlog Refinement



Backlog Prioritization

Review meetingRetrospective

Planning meetingTopic 2




Backlog Prioritization Retrospective

Setting forecast Story workshopGenerate user St.




Backlog Prioritization Review meeting

Product Owner

Scrum Master

Stakeholder

Planning meetingTopic 1 & 2

Product backlog Refinement (10%)



Review meetingRetrospectiveTeam

Mon Thu Wed Thu Fri Mon Thu Wed Thu Fri2 weeks example

Scrum is a framework within which people can address complex adaptive problems, while productively and creatively delivering

products of the highest possible value.

USER STORIES

Agile People ® 21

Notes

Example: “As a team leader / manager I want to provide my team members with the right tools / methods / models for them to be able to deliver”

Example: “As an employee I want to develop myself and grow, so that I can contribute to the company goals”

Example: “As an HRBP, I want to support the managers with knowledge about coaching so that they can support their teams in a better way”

DOING VS BEING AGILE

Agile People ® 22

… what is the difference?

Please take a couple minutes to take notes for yourself!

Notes

GOALS AND PERFORMANCE

Agile People ® 23

DON’T MANAGE PEOPLE, MANAGE THE SYSTEM

Agile People ® 24

What could go wrong?”. What could happen between customer requirement and Joe so that Joe can not complete the work on time, with agreed content and good quality.

Notes

PRINCIPLES FOR PERFORMANCE MANAGEMENT

Agile People ® 25

From…

1. Annual appraisal and rating2. Forced ranking3. Annual goals and process4. Annual talent reviews by manager5. Recognition by manager6. Career plan for promotion and HiPos7. Focus on moving up or out8. The manager evaluate performance9. No transparency in goals10. Ratings linked to results

To…

Everyone evaluate themselves (OKR:s) Recognition by peers, manager and team leaders Focus on moving across, up, down and around Career plan for everyone with open movement and career mobility Continuous coaching and feedback Continuous coaching sessions by peers and manager Ratings (if any) linked to learning and growth and

continuous improvement No ranking Quarterly or monthly goals with regular check-ins Total goal transparency


TRADITIONAL PERFORMANCE APPRAISALS VS. SYSTEMS THINKING

Agile People ® 26

Trad. appraisals:

• Forced process• Individual accountability• Motivate with incentives• One size fits all• Controlling structures• Annual event approach• Rely on inspection• Improve the parts (people)

Systems thinking:

• Empower people• Collaborative teams• Unleash intrinsic motivation• Respect diversity• Emerging structures• Just in time• Improve processes• Improve whole system

Agile People ® 27

GOAL SETTING @ BOOMERANG

What could goal setting look like for the new company?

Discuss at your table group!

Notes

OBJECTIVES AND KEY RESULTS

What is your most important objective for the next month(s)?

# O:

What the two to three measures that would indicate that you are moving in that direction?

# KR 1

# KR 2

# KR 3

Agile People ® 28

Test your OKRs

O:

• Inspiring?

• Within your area of responsibility?

• Should not be measurable!

• Is there a connection to highercompany goals and / or vision?

KR:

• Is there a figure in each Key result?

• Is it expressed as an outcome,not an activity?

• Is the KR challenging?

• Does it lead to the O(if not, then change)?

CONCLUSION: DON’T MANAGE PEOPLE – MANAGE THE SYSTEM

Agile People ® 29

Notes

REWARD AND COMPENSATION

Agile People ® 30

PRINCIPLES FOR REWARD & COMPENSATION

Agile People ® 31

From…

1. Salary is a motivator2. Just managers give recognition3. Seldom4. Big rewards5. General rewards6. Reward results7. Unfair salary distribution8. Teams / individuals are not involved9. Salaries are secret10. Bonus

To…

Teams / individuals can set their own salaries Small rewards Reward behavior Profit sharing Tailored towards unique needs Fairness is the most important aspect – and it differs! Salary is a hygiene factor Often Everybody give recognition Salaries can be transparent


BASE SALARY – WHAT OBJECTIVE CRITERIA WOULD YOURECOMMEND

What objective criteria is important to use to decide on a fair base salary (NOT variable salary)

What are important things to reward in your company and how would you measure them? (Education, experience, number of kids, level, type of role, loyalty, location???)

Notes

Agile People ® 32

PRINCIPLES FOR VARIABLE SALARY

Agile People ® 33

Change and improve the process regularly

Get feedback from stakeholders

Be ready to change if needed

Use different perspectives

Make sure it’s perceived as fair!!!

Use people with the most competence for

decision making

VARIABLE PAY – REFLECTION IN PAIRS

You are working in a profitable company and the board has decided to share the profit with all employees. They want to reward people not just in exactly the same way, but also give some extra to the people who have contributed to an extraordinary degree. You are a consultant and they brought you in for advice. What kind of method will you recommend and how do you involve the people? (Follow the principles)

Notes

Agile People ® 34

PEOPLE WANT DIFFERENT THINGS

Agile People ® 35

How could you reward a person based on their Reiss profile?

Discuss how the team can reward each other using the Reiss Motivation profile and what the differences are in preferences

Notes

TALENT ACQUISITION AND ONBOARDING

Agile People ® 36

WHAT ARE AGILE PERSONALITY TRAITS THAT COULD HELP TO INCREASE THE AGILE PRINCIPLES?

Agile People ® 37

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

PRINCIPLES FOR AGILE RECRUITMENT

Agile People ® 38

From…

1. Evaluate competence2. Just HR3. When needed4. Job boards & advertise5. Detailed process with fixed steps & responsibilities6. External supplier7. Standardization = low diversity8. Only traditional interviews9. Recruiting into fixed roles & positions10. Recruiting the same roles with the same experience

To…

Invest time, careful selection, lot of dialogue People find their roles Cross functional teams/different roles New sources of talent - disruption Always Social media Evaluate values & cultural fit Simple and flexible flow with Kanban Internal responsibility More practical selection techniques


• Create a Kanban for recruitment. What columns / process steps do you need? • I have prepared a number of candidates that are in different stages of the

recruitment process. Add them to your Kanban.

KANBAN FOR RECRUITMENT

Agile People ® 39

CANDIDATES FOR HR KANBAN BOARD

Agile People ® 40

1. Darth Vader has applied for the job as a project manager and went from the first to the second interview

2. Lisbeth Salander has applied for the programmer position and went through two interviews and the next step is reference checking

3. Kermit the frog has applied for the role as project manager and is waiting for the first interview

4. Wonder Woman has applied to the agile coach role and has been to a first interview, but did not continue

5. You have 3 interesting CVs for the project manager role (x, y and z) where a first contact needs to be initiated

6. Mr. T has applied for the role as agile coach and should be called to a first interview

7. Ellen Ripley has applied to the project manager role, went through two interviews and the next step is reference checking

8. You have 5 great CVs that you are considering for the role as programmers ( 1,2,3,4,5)

9. Lisa Simpson has applied for the role as agile coach and has passed two interviews and reference checking and now it’s time to sign the agreement.

PRINCIPLES FOR ONBOARDING

Agile People ® 41

From…

1. No contact before first day2. No access to digital tools3. Social media involvement4. No access to company to communication channels5. Standardization = low diversity

To…

Giving early access to people and technology Start using tools via the cloud Tailor process for unique needs Contact before agreement is signed Social media channels as early as possible


• Our highest priority is to satisfy the customer through early and continuous delivery of quality hires.

• Welcome changing requirements, even late in development.

• Agile processes harness change for the customer’s competitive advantage.

• Deliver quality hires frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

• Internal customers and recruiters must work together daily throughout the project.

• Build projects around motivated individuals.

• Give them the environment and support they need and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a recruiting team is face-to-face conversation.

• A quality hire which is on time and within budget is the primary measure of progress.

• Agile processes promote sustainable employee development.

• The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

• Continuous attention to professional excellence and first-class service enhances agility.

• Simplicity — the art of maximizing the amount of work not done — is essential.

• The best requirements, processes, and hires emerge from self-organizing teams.

• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

12 PRINCIPLES OF THE AGILE RECRUITING MANIFESTO

Agile People ® 42Source: Keith Halperin, https://www.ere.net/the-agile-recruiting-manifesto/

https://www.ere.net/the-agile-recruiting-manifesto/

What are the most important principles for you? Reflect by yourself

How can you work on increasing them? Discuss with your table

CONCLUSION: AGILE RECRUITMENT MANIFESTO

Agile People ® 43

EMPLOYEE ENGAGEMENT

Agile People ® 44

EMPLOYEE EXPERIENCE

Agile People ® 45

What can you do in your organization to foster a great employee experience from the start?

Discuss with a partner

Notes

PRINCIPLES FOR EMPLOYEE ENGAGEMENT SURVEYS

Agile People ® 46

From…

1. Ask once a year2. Ask 100 questions3. HR is responsible4. Central follow up 5. Measuring more important than actions 6. Expensive 7. Small effect 8. Purpose to measure is central control

To…

Large effect Delegated follow up Purpose to measure is to increase motivation Ask a lot more often Teams have the responsibility Ask just one or a few questions Actions are more important than measuring Cost effective


Think of a way to measure happiness based on the principles below:Measure oftenMake it simple (less is more)Delegate responsibility as much as possible to the teamTake care of the result and follow up & turn into actions asap.

CONCRETE PRACTICE: WHAT DO YOU WANT TO MEASURE?

Agile People ® 47

REISS MOTIVATION PROFILE – SELF ASSESSMENT

Agile People ® 48

Power

Independence

Curiosity

Acceptance

Order

Saving

Honor

Idealism

Social contact

Family

Status

Vengeance/Winning

Beauty

Eating

Physical activity

Tranquility

guided

team oriented

practical

self-confident

flexible

generous

purpose oriented

realistic

leading, ambitious

independent

curious

seek acceptance

structured

frugal

principled

idealistic

sociable

provident

elitist

battle some

aesthetic

luxurious

sportive

sensitive to stress

solidarity

unattached

down-to-earth

harmonious

ascetic

to satisfy hunger

comfortable

stress-resistant

Reiss Motivation Profile

Low striving Neutral High striving Low striving Neutral High striving

3 DEFINING NEEDS

Agile People ® 49

Power

Independence

Curiosity

Acceptance

Order

Saving

Idealism

Honor

Social Contact

Family

Status

Vengeance/Winning

Beauty

Eating

Physical activity

Tranquility

Self-confidenceLearning from mistakesHigh self-esteemOptimisticSecure

PracticalityApplication Doing and actingNon-intellectualRoutines

Common groundConsensusAttachmentEmotional closenessInterdependence

ServicePeople orientationAssistanceInstructions Non-directive

Social acceptanceSelf-doubting

AffiliationPerfection

Sensitive

KnowledgeThinking

UnderstandingIntellectuality

New ideas

FreedomSelf-sufficiency

Self-relianceEmotional distance

Independence

Decision-makingBeing in charge

AssertionLeadership

Responsibility

ExpedienceAdaptabilityFlexibility Do what is possibleOpportunistic

Social realismSelf-responsibilityFairness for meLooks other wayRealistic

GenerosityNot collectingExtravagantThings are not importantSpender

FlexibilitySpontaneityImprovisationFreedom of plansDisorganized

PrinciplesMoral and ethics

TruthfulUpright

Tradition

Social justiceAltruism

Fairness to othersHumanitarian

Idealistic

Accumulation of material goods

CollectingStoring thingsValuing things

StabilityClarity

OrganizedMethodicalCleanliness

PeacemakerResolutionConflict preventionWin winCalm

ModestyDown-to-earthUnobtrusivenessInformalUnassuming

PartnershipIndependence from childrenFreedomMay not want children

ReservedSeriousnessSelf-sufficiencyIntrovertedPrivacy

CompetitionFightingDefense

AggressionConflict

Prestige / EliteFormal

Special FeaturesPrivileges

Luxury

CareFamily life

Love childrenFamily man/woman

Domestic

SociabilityFun and joy

AffableExtroverted

Charming

ChallengeRisk takingOvercoming barriersChange is a possibility”Cool”

Little movementRelaxation byphysical restSedentary lifestyleLazy

Food as a necessityFood as an energy supplyFood is purely incidentalFussy eaterFast eater

Embraces simplicityRestrainedAscetismSimpleDown to earth

SecurityEmotional stability

PredictabilityPerception of hazard

and risks

A lot of movementRelaxation through

physical activityFitness

Active, fit

Celebrate food EnjoymentGourmand

Food as a pleasureOvereater

AestheticsBeautiful things,

environment, peopleDesign / ArtPassionate

Put an “X” on the “slider” where you think you are.Pick three needs (low or high) and explain to your neighbor

DON’T MANAGE PEOPLE – MANAGE THE SYSTEM

Agile People ® 50

Notes

LEARNING AND DEVELOPMENT

Agile People ® 51

THE 6 TRUMPS

Agile People ® 52

From…

1. MOVEMENT2. TALKING3. IMAGES4. WRITING5. SHORTER6. DIFFERENT

To…

LONGER LISTENING READING SAME SITTING WORDS


CONCRETE PRACTICE

Agile People ® 53

What questions can I formulate to support an employee to develop a leaning plan?

Write 3 coaching questions that could help an employee to find their way to their guiding star

Question 1

Question 2

Question 3

Notes

PRINCIPLES FOR AGILE LEARNING & DEVELOPMENT

Agile People ® 54

From…

1. A couple of days / year2. Days3. External supplier4. “One size fits all”5. Individual6. Required7. Sequential8. Planned9. General10. Best practice11. Books

To…

“On demand delivery” On a need basis Internal coach Team A couple of days / month Demand Selective Iterative Hours Google Experimentation


CONCLUSION: CONTINUOUS LEARNING

Agile People ® 55

How can you create prerequisites for continuous learning and improvement?

Find a partner, discuss and take some notes for action next week!

Notes

WRAP UP

Agile People ® 56

Take a flipchart per table

Draw / Write down your takeaways from the last two days

Present to the whole group

YOUR TAKEAWAYS

Agile People ® 57

CONCLUSION: DIFFERENCE BETWEEN AGILE AND AGILITY

Agile People ® 58

What is the difference between agile and agility? What is it we want, agile or agility?

Discuss with a partner or your table group and take some notes

Notes

Write down one experiment that you will try out at work when you get back to the office

CONCLUSION – CHECK OUT

Agile People ® 59

LAST BUT NOT LEAST

Agile People ® 60

• We now invite you to join the Agile People community:

• Agile People Slack group – let’s continue discussing and exchanging experiences there!

• Agile People Member area on agilepeople.com: Training material on PDFs / YouTube playlists / links, discount in the Shop

YOUR NOTES

Agile People ® 61

Notes

workbook agile people hr · 2020. 8. 28. · agile hr manifesto agile people ® 10 notes we are...

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