workbook agile people hr · • you contribute to the team by giving and receiving feedback in a...
TRANSCRIPT
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WORKBOOK AGILE PEOPLE HRName:…………………………………………………………………………………………………………………..
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INTRODUCTION
Agile People ® 2
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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
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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
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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
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PERSONAL MAPS
Agile People ® 6
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HR DELIVERABLES “WHAT”
Agile People ® 7
WorkforceAnalysis
Now Future
LearnLearning
Vision & StrategyGlobal breakdown
Perform
Recruit
Recruitment
Succession
Compensation and benefits
PayDevelop
Competency
NOTES
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AGILE HR AND HR:S NEW ROLE
Agile People ® 8
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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
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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.
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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
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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
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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
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EMPLOYEE JOURNEY MAP - EXAMPLE
Agile People ® 15
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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
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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
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HOW HR CAN USE AGILE TOOLS AND PRACTICES
Agile People ® 18
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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!
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SCRUM
Agile People ® 20
Product backlog
I
H
G
F
Sprint Planning Meeting
4 weeks -Max 8 hours
2 weeks -Max 4 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
4 weeks -Max 4 hours
2 weeks -Max 2 hours
4 weeks -Max 6 hours
2 weeks -Max 3 hours
Planning meetingSetting forecast
Story workshopGenerate user St.
Story workshop Generate user St.
Story workshop Generate user St.
Story workshop Generate user St.
Product backlog Refinement
Product backlog Refinement
Product backlog Refinement
Backlog Prioritization
Review meetingRetrospective
Planning meetingTopic 2
Product backlog Refinement
Product backlog Refinement
Product backlog Refinement
Backlog Prioritization Retrospective
Setting forecast Story workshopGenerate user St.
Story workshop Generate user St.
Story workshop Generate user St.
Story workshop Generate user St.
Backlog Prioritization Review meeting
Product Owner
Scrum Master
Stakeholder
Planning meetingTopic 1 & 2
Product backlog Refinement (10%)
Product backlog Refinement (10%)
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.
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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”
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DOING VS BEING AGILE
Agile People ® 22
… what is the difference?
Please take a couple minutes to take notes for yourself!
Notes
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GOALS AND PERFORMANCE
Agile People ® 23
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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
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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
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Agile People ® 27
GOAL SETTING @ BOOMERANG
What could goal setting look like for the new company?
Discuss at your table group!
Notes
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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)?
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CONCLUSION: DON’T MANAGE PEOPLE – MANAGE THE SYSTEM
Agile People ® 29
Notes
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REWARD AND COMPENSATION
Agile People ® 30
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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
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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
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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
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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
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TALENT ACQUISITION AND ONBOARDING
Agile People ® 36
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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.
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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• 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
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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.
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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• 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/
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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
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EMPLOYEE ENGAGEMENT
Agile People ® 44
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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
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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?
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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
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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
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DON’T MANAGE PEOPLE – MANAGE THE SYSTEM
Agile People ® 50
Notes
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LEARNING AND DEVELOPMENT
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THE 6 TRUMPS
Agile People ® 52
From…
1. MOVEMENT2. TALKING3. IMAGES4. WRITING5. SHORTER6. DIFFERENT
To…
LONGER LISTENING READING SAME SITTING WORDS
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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
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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
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
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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
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WRAP UP
Agile People ® 56
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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
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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
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Write down one experiment that you will try out at work when you get back to the office
CONCLUSION – CHECK OUT
Agile People ® 59
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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
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YOUR NOTES
Agile People ® 61
Notes