How human are your resources? Scrum Gathering South Africa 2018

Copyright © 2018 IQbusiness
What kind of
resources are
your ?
Biase De Gregorio & Angie Doyle

PROGRESSION OF PEOPLE MANAGEMENT
Controller Moderator
Act as an agent for top
management, focus on
execution
• Bureaucratic
• Control
• Work for “top
management”
• Focus on “body
count”
• Goals = Lower cost
• Value add = Cost-
cutting
Seeks to be responsive
to the needs of
stakeholders
• Meritocratic
• Process
• Work for staff and
management
• Focus on the
individual
• Goals = Unit/ project
outputs
• Value add =
Motivated staff
Many companies
are in the process
of rethinking their
people management
practices to become
more consistent and
supportive of an
Agile way of work.
http://www.sdlearningconsortium.org/what-we-have-learned/
Business
Partner
Focus on delivering
value for external
customers
• Agile management
• Growth
• Work for external
customers
• Focus on the team
and individual
• Goals = Business
Outcomes
• Value add = Value
for customers
Human Resources Talent Management Talent & Experience
Controller

WHERE ARE WE HEADED?
practical
Silently sort your
metrics using one of
the following moves:
• New card
• Move
• Pass
Pick your top 3!

Copyright © 2018 IQbusiness 4Copyright © 2018 IQbusiness
Our Inspiration
https://leanchange.org/wp-content/uploads/2014/11/StrategicChangeCanvas.pdf

Copyright © 2018 IQbusinessCopyright © 2018 IQbusiness
Vision
What is our vision for this change?

Copyright © 2018 IQbusiness https://leanchange.org/2016/01/using-storytelling-in-change-management/
STORY TELLING CANVAS
• In the past <we used to do things
like this around here>
• And we liked it because <it had
this effect on our culture, morale,
and customer experience>
• But then one day <something
happened that changed the way
we do things>
• And because of that <it had a
positive or negative impact on
us>
• So we want to <make this
change>

7
Opposing Forces
What is holding us back? What are the potential benefits?

. . . . . .
. . .
People will love their work more because they
will be able to use their skills
CHALLENGES AND BENEFITS
8
practical
Forces for change Forces against change
Total: 11 Total: -14
People are change fatigued4 -5
. . .
. . .
. . .3 -1
3 -5
1 -3
Agile Transformation
1 = Weak, 5 = Strong

9
People | Process
Systems
Who and what is affected by the change?

WHOANDWHATISAFFECTED?
10
Change
People
Process
Systems
Purchase
Order
process
SAP
Stack
Overflow
Rewards
team
Payroll
system

11Copyright © 2018 IQbusiness
Metrics
How will we know if what we are doing is making a difference?

REMEMBER THESE?
12

Specific Measureable Achievable Relevant Time Bound
Reduce the number of
permanent skilled talent
leaving the organisation
by:
- Improving their working
environment
- Providing the
conditions for
empowerment
- Enabling leadership to
improve engagement.
- Improving talent
attraction
- Improve development
and retention
processes
Our current employee
turnover is 18.5%. Over
the next 18 months we
want to reduce this to
12.5% where the
calculation is based on the
following formula:
Total number of leavers /
average employees for the
period of the preceding 12
months * 100%.
This is based on voluntary
terminations and excludes
contract renewals
The trends have indicated
that our employee turnover
has been improving
steadily over the last 12
months.
Based on industry
benchmarks for
organisations in the same
industry and size, 12.5% is
the recommended
number. Our actions will
focus on the reasons for
exit to allow for the
reduction over the next 18
months
By reducing turnover of
our exceptional talent, we
will be able to attract and
retain the talent required to
deliver on the
organisation's strategic
goals.
We need to build the end-
to-end employee
experience to ensure that
our organisation remains
an employer of choice in
an environment where the
right skills are hard to
come by
We aim to reduce
employee turnover by 2%
within the next 6 months
for the next 18 months.
- Month 6: 16.5%
- Month 12: 14.5%
- Month 18: 12.5%
A monthly report back
session will provide us
with an opportunity to
reflect on progress more
frequently.
SMART Goal: In 18 months time, we want to reduce our employee turnover from 18.5% to 12.5% with an average of 2% improvement over three 6 month
periods by implementing actions in improving our Employee value proposition

Actions
What actions will we demonstrate to support people through the change?

WHAT ACTIONS WILL WE DEMONSTRATE?
practical
• Host lean coffees with employees on
changes (instead of comms plan)
…
…
• Draft role definitions sent to business
stakeholders for feedback (instead of
trying to get it perfect upfront)
• New role descriptions posted on career
portal and obtain feedback from
interviewees on effectiveness of
posting
…
Individuals and interactions
over
Processes and tools
Working software is the
primary measure of
progress
• Write down actions
based on the value or
principle
• Rotate
• Agree, question,
disagree
• Add additional actions

Next steps
What is our plan?

NEXT STEPS
Cost
Value
Momentum
Builders
Quick wins
Disruptors
Bridges
Necessary
Evils
https://leanchange.org/wp-content/uploads/2015/09/LCM-OptionsBoard.pdf
Jira
training
Lean
Coffee
Agile
training
Visual
boards
Team
bonuses

Questions

20
Contact us
Biase De Gregorio
bdegregorio@iqbusiness.net
@biased77
Angie Doyle
adoyle@iqbusiness.net
@Doyle_Angie

How human are your resources? Scrum Gathering South Africa 2018

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