More Related Content Similar to Adventures with Agile: Traditional HR has failed us! How to convince them to go Agile. (20) Adventures with Agile: Traditional HR has failed us! How to convince them to go Agile.1. Adventures with Agile | London UK | May-19-2015
Fabiola Eyholzer | @FabiolaEyholzer | #Agile4HR
Traditional HR has failed us!
How to convince them to go Agile.
© 2015 Just Leading Solutions LLC. All Rights Reserved
2. Traditional HR has failed us! How to convince them to go Agile.
Quoting @estherderby:
I wish HR stood for Humane and Resourceful
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 2
3. Traditional HR has failed us! How to convince them to go Agile.
Excited to talk at @agileadventures. Are you ready to tap
into the world of #agile #HR?
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
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 | AGILE
PEOPLE OPERATIONS
4 Discuss elements of
Agile HR instruments
2 Tap into the world of
Human Resources
3
4. May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Importance of HR for Enterprise Agility
4
5. “People Operations is your secret weapon for
bringing lean | agile to an enterprise level.”
Fabiola Eyholzer, Just Leading Solutions
6. The Importance of HR for Enterprise Agility
A lean | agile culture evolves around people and corporate
values and settings - all of which are key mandates of HR
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7. The Importance of HR for Enterprise Agility
What Agile says about HR … and HR does not like to hear
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 7
8. The Importance of HR for Enterprise Agility
There is no question about it: HR is not there yet and it is
a long road. But HR is going to take it
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 8
10. The World of Human Resources
The world of Human Resources is colorful, but complex
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 10
11. The World of Human Resources
The good, the bad and the ugly truth about Human
Resources
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Good The Bad The Ugly
11
12. The World of Human Resources
Knowledge is the one scarce resource today, that puts
people & HR on the corporate agenda like never before
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Good
12
13. The World of Human Resources
Thanks to technology and outsourcing routine tasks are
demoted, leaving more resources for key people issues
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Good
13
14. The World of Human Resources
HR is constantly evolving and a new generation of HR
professionals is coming on board
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The Good
14
15. The World of Human Resources
HR practices and processes are not in line with the needs
of 21st century people and organizations
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Bad
15
16. The World of Human Resources
HR instruments are driven to handle poor performance
and mediocrity
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Bad
16
17. The World of Human Resources
(Unjustly) the image of HR is average at best, devastating
at worst
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The Bad
17
18. The World of Human Resources
Many people decisions and policies are dictated by hidden
forces, namely: Finance, Legal, and Management
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Ugly
18
19. The World of Human Resources
Many HR instruments must make up for weak managers
and uninspiring leaders, costing companies billions
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The Ugly
19
20. The World of Human Resources
The underlying believes behind many practices are clearly
outdated: Our Compensation thinking is a century old
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Ugly
20
21. The World of Human Resources
Let’s stick with the good things, change the bad, and get
rid of the ugly ones
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The Good The Bad The Ugly
Stick
with
Make
change to
Get
rid of
21
23. Lean | Agile People Operations
Lean | Agile People Ops is the future of HR in innovative,
engaging and fun organizations
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 23
24. Lean | Agile People Operations
The key mandate of Agile HR is to inspire & engage
talents, not on retain and control employees
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 24
25. Lean | Agile People Operations
The Manifesto for Agile HR describes the core values of
Lean | Agile People Ops
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
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
25
26. Lean | Agile People Operations
The Principles for Agile HR express the key characteristics
of Lean | Agile People Ops
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
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.
26
27. Lean | Agile People Operations
What is the difference between Agile & Traditional HR?
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Nothing and everything!
What is the difference between Agile & Traditional HR?
Nothing and everything!
27
29. Agile vs. Traditional HR Instruments
The traditional HR employee cycle starts with hiring and
ends with retiring
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Hire
Inspire Admire
RetireDevelop
Compensation
& Benefits
Talent
Acquisition
Performance
Management
Learning &
Development Separation
29
30. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Talent
Acquisition
30
31. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Talent
Acquisition
Separation
31
32. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Separation
32
33. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Talent
Acquisition
33
34. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Learning &
Development
34
35. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Compensation
& Benefits
35
36. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Compensation
& Benefits
36
37. Agile vs. Traditional HR Instruments
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
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
Performance
Management
37
38. Agile vs. Traditional HR Instruments
The employee cycle in Lean | Agile People Ops focuses on
interacting with current, former, and potential talents
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
interact
share
engage
empower
inspire
select
acknowledge grow
care, communicate, connect
Potential &
Former Talents
Current Talents
38
39. © 2015 Just Leading Solutions LLC. All Rights Reserved
Agile HR Journey
May-19-2015 39
40. Agile HR Journey
© 2015 Just Leading Solutions LLC. All Rights Reserved
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 to
lean | agile values,
principles and
practices
1
2
3
4
5
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
41. Agile HR Journey
Agile HR
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
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
41
42. Agile HR Journey
Agile People Ops is a key in bringing Agile to an Enterprise
level. Yet the decision cannot be taken lightly
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 43
43. Agile HR Journey
Agile People Ops is a key in bringing Agile to an Enterprise
level. Yet the decision cannot be taken lightly
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The journey towards Agile HR is
– oblique –
44
44. Agile HR Journey
Agile People Ops is a key in bringing Agile to an Enterprise
level. Yet the decision cannot be taken lightly
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The journey towards Agile HR is
– evolving –
45
45. Agile HR Journey
Agile People Ops is a key in bringing Agile to an Enterprise
level. Yet the decision cannot be taken lightly
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
The journey towards Agile HR is
– challenging –
46
46. Agile HR Journey
Let’s hear what Madison Square Garden in New York has
in common with the challenges of the Agile HR journey
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 47
47. 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/
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 48
48. Agile HR Journey
Changing to Agile HR is like transforming MSG while it is
hosting full house events
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 49
50. Game Plan
Your game plan for creating a new HR toolbox for agile
enterprises
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved
• 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!
51
51. Game Plan
It all starts with your next dialogue with your People’s
Person!
May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 52
52. “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
53. Thank you!
Just Leading Solutions
275 Madison Avenue
14th Floor
New York, NY 10016
nyc@justleadingsolutions.com
www.justleadingsolutions.com
© 2015 Just Leading Solutions LLC. All Rights Reserved
Fabiola Eyholzer
CEO
fabiola.eyholzer@justleadingsolutions.com
+1 908 340 8091
@FabiolaEyholzer
May-19-2015 54