Agile HR and the New World of Work

©2019JustLeadingSolutionsLLC|AllRightsReserved
Agile HR Breakfast Session | Jan-27-2019
HUMAN RESOURCES
AND THE
NEW WORLD OF WORK
Fabiola Eyholzer

MAY YOU LIVE IN
INTERESTING TIMES
Chinese Curse

The Age of Disruption

Since 2000, 52 percept of the
names on the Fortune 500
list are gone, either as a
result of mergers,
acquisitions, or bankruptcies.
Teresa Novellino, New York Business Journal

Source: 25 years of apps eating the work desk by Vala Afshar | Xtend IOT
Technology As Core of The Digital Age

The Digital Revolution
Das Digitale Zeitalter

Source: adapted from Dualarity & DFKI
Degree of
Speed
From Industry 1.0 to Industry 4.0
1800 1900 2000
10x impact of
Internet Revolution
Fusion of technologies
that is blurring the lines
between the physical,
digital, and biological
spheres
Impact
Socio-Economic
Industry
Government
Communication
Individual &
Professional Life
Today
Scalable efficiency
Doing things right
Scalable adaptability
Doing the right things
EMPOWERING
CORPORATIONS
EMPOWERING
PEOPLE
First mechanical loom,
1784
First
Industrial Revolution:
Mechanical
Use of water and steam
power to run mechanical
production facilities
Second
Electrical
Use of electrical power
and introduction of
division of labor to enable
work-sharing mass
production
First conveyor belt,
Cincinnati
slaughterhouse, 1870
Third
Internet
Use of electronics and IT
to further automate
production
First programmable
logic controller (PLC)
Modicon084, 1969
Fourth
Digital
Use of cyber-physical
systems to monitor,
analyze, and automate
business
Degree of
complexity

The Human Business

Source: Office Vibe "13 Disturbing Facts About Employee Engagement ", Nov-2014
Disengagement
%
of employees
worldwide are
disengaged,
disillusioned and
dissatisfied
12345678910111213141516171819202122232425262728293031323334353637383940414243444546474849505152535455565758596061626364656667686970717273747576777879808182838485868788

When people go to work,
they shouldn’t have to leave
their hearts at home.
Betty Bender

Sometimes even our best
intentions need a do-over
Sometimes even our best
intentions need a do-over

RealityCheckRealityCheck
Our thinking and
perspective on
the motivation
and behavior of
people is still
deeply rooted in
the old industry
Our thinking and
perspective on
the motivation
and behavior of
people is still
deeply rooted in
the old industry
Whatever made
us great in the
20st Century,
will not make us
successful in the
Digital Age
Whatever made
us great in the
20st Century,
will not make us
successful in the
Digital Age

People decisions being
dictated by hidden forces,
such as Finance, Legal,
Compliance, destroying
innovation and
empowerment
People practices with little
trust, such as micro-
management and
bureaucracy, fostering weak
managers and uninspiring
leaders
HR instruments driven to
handle poor
performance/mediocracy,
such as employee
appraisals, dampening
motivation and engagement
©2018JustLeadingSolutionsLLC–AllRightsReserved.

The Douglas Effect

TalentSumerization
(Consumerization of HR)

Source: Global Human Capital Trends 2017, Deloitte
Employee Experience
01020304050607080 9080706050403020Nearly %
of executives rated
employee experience
important to very
important
Only %
of companies are
excellent at building a
differentiated EE
experience.

The New HR Mandate:
Empower people and create engaging,
inspiring and fun places of work
• Establish strong cultural identity &
anchors
• Engage and cultivate talents aligned
with the new talent contract
• Forster engagement through shared
experiences and meaningful
interactions and ways of recognition
• Enhance value delivery through flow
and excellence
• Empower people and networks and
embrace HR thought leadership in
work 4.0
Source: HR Agility Assessment
© 2014-2019 Just Leading Solutions LLC | All Rights Reserved
HR Agility Assessment

Source: adapted from EE Employee Engagement Award
Employee Engagement Model
Purpose
Meaning
Social System
Inclusion and
connections
Wellbeing
Being comfortable,
healthy or happy
Advocacy
Recommending or
supporting others
Contribution
Awareness
I know who you are, and I
saw what you did
Personal Growth
Ability to realize potential
Work
What we do
Employee
Engagement
Model

The New World of Work – highly
connected, dynamic & complex
Autonomy & Self-organization
Adaptability & Accountability
Teams & Networks
Openness & Transparency
Innovation & Creativity
Empowerment & Ownership
Learning & Knowledge Sharing
Diversity of Thought

Sources: Arrk Group | The SAFe® House of Lean, Scaled Agile Framework
A Combined Approach
LEAN AGILEDESIGN THINKING
Practices
Principles
Values
LEAN AGILEDESIGN THINKING

Agile Values, Principles,
and Practices
Source: Lean | Agile People Operations Infographic by
Just Leading Solutions LLC 2014

Source: www.agilehr.org
Agile HR Manifesto
Individuals and interactions over processes and tools
Inspire and engage over manage and retain
Adding value over administrative efficiency
Collaborative networks over hierarchical structures
Transparency over necessary confidentiality

What Agile Does Differently
Cost Cutting & Administrative Efficiency
Project Approach & Process Thinking
Prescriptive & One-Size Fits All
Command & Control Micromanagement
Negative, Reactive & Historical
Control & Secrecy
Career Path
Blame
Value Creation & Talent Interaction
Iterative Approach & System Thinking
Co-created & Personalized
Empowerment & Inspiring Leadership
Positive, Proactive & Forward-Looking
Trust & Transparency
Meaningful Growth
Accountability

Agile Mindset
Respect & Trust
Collaboration
Positive attitude (and language)
Listening and communicating
Ability and readiness to embrace change
Thirst for knowledge and learning and openness to diversity of thought,
opinion, and ideas
Keenness to go new ways and think outside the box
Focus on delivering value with commitment and a ration of pragmatism
Relentless and continuous improvement with a willingness to fail (fast)
Pride in ownership and belonging

HR Agile
Power
Duo

The Duality of HR
HR as Organization: Bring Agility
to the HR Department (Agile 4 HR)
HR as Function | Discipline:
Empower the Agile Organization
(HR 4 Agile)
© Just Leading Solutions LLC

for
Agile
HR

Agile 4 HR –
Bringing Agility to the HR Organization
• Value Streams
• Cross-Functional Teams
• Agile Practices & Ways of Working
• Employee-Focused Value Delivery
• Creativity & Innovation, Thought-Leadership
HR as organizationHR as organization

for
HR
Agile

HR 4 Agile –
Bringing Agility to the HR Organization
• Inspire: purpose-driven, values, diversity of
thought, talent definition & discovery …
• Hire: team-based hiring, onboarding …
• Energize: purpose, autonomy, flow, leadership,
work environment, organizational structure ...
• Develop: mastery, coaching, L&D, growth
plans, talent mobility …
• Admire: opportunities, incentives, recognition,
appreciation …
HR as function | disciplineHR as function | discipline

Agile HR Themes

Embrace the new talent contract
Needs meaning and purpose
Strives to be a valued and valuable member of a winning team
and organization
Wants to be challenged and acknowledged
Expects to be guided by mentors and coaches
Demands an opportunity for growth
Thrives under inspiring leadership
Values a strong employer brand and corporate responsibility
Craves an experience
Aspires Lifeworking
Is mobile and social and is used to have unlimited and immediate
access to data, knowledge

Forster continuous engagement by
creating inspiring places of work
Understand the reality and impact of Engagement
Focus on Engagement not the outdated notion of Retention
Inspire people and engage with them on a personal level
Shape a strong culture, where core values are lived up to – by
everyone – every day.
Embed Lean | Agile values into your corporate DNA and built a
winning culture
Create an inspiring work environment to allow an optimal
workflow
Open up your organizational structure to meet the demands of a
connected network
Integrate people into empowered, collaborative teams
Tell a strong story, create momentum, and invest in regular
interactions with lean-agile leaders

Hire for attitude & fit, and rock at
onboarding to strengthen teams
Build a strong employer brand
Proactively attract & engage talent
Replace job descriptions with Value Descriptions and hire People
over paper
Employ for attitude & cultural fit
Inspire candidates with the larger sense of purpose
Gamify the talent acquisition & make it an experience
Make a solid, team-based decision
Excel at onboarding

Move to an Iterative Performance Flow
and eliminate employee appraisals in
favor of continuous feedback
Eliminate annual performance ratings
Accept handling performance issues is a leadership task
Avoid performance improvement trap
Align performance cycle with iterations
Set inspiring goals, and clarify expectations
Continuously inspect and adapt
Engage in continuous feedback
Embed learning and knowledge sharing into workflow
Decouple from HR instruments

Get the topic of money off the table
and recognize people and teams in a
meaningful way
Base Salaries
• Pay adequate base salaries
• Decentralize salary decisions
• Allow for transparency to the salary structure and
data
Incentives
• Motivate through mastery, autonomy, purpose –
not cash incentive
• Avoid toxic individual bonuses
• Acknowledge performance beyond individual
bonuses
• Combine various forms of recognition
B fit

Offer meaningful growth opportunities
and move talents across the
organization
Create a learning organization
Embed inspect and adapt into workflow and strive for continuous
& relentless improvement
Implement new ways of learning and sharing
Provide easy access to skills, knowledge, and tools
Empower employees to take the lead
Understand modern jobs & career paths
Illustrate prospective role-based career paths
Establish individual career coaching
Apply agile workforce planning and talent scouting
Enhance growth through Lean | Agile leadership
Create new ways for new beginnings

Think
Holistically
The way a company
interacts with employees
and the kind of consistent
and immersive experience it
creates is the ultimate
expression of business
values, identity and culture.
The Playbook
Apply Design
Thinking
HR must design with the real
customer in mind and view
employees as individuals and
create experiences that are
personalized, intuitive, and
engaging.
Instill Cultural
Anchors
Identity and authenticity are
the cornerstones of building
a strong workplace culture
and distinguishing an
organization as a great place
to work.
Gamify HR
Take the essence of games
— attributes such as fun,
play, transparency, design,
competition and yes,
addiction— and apply is to a
range of HR processes.
Iterate and Co-
Create
Industrial age structures and
practices give way to Agile
values, practices & principles.
Agile has evolved as the
predominant business and
leadership approach.

Top 7
Transformation
Mistakes

1. Underestimate complexity of HR
Agile HR is more than bringing Scrum et. al. to
HR teams (Agile4HR), it is about translating agile
values & principles into HR solutions, so that they
nurture the individuals and the business
(HR4Agile).
Top 7
Transformation Mistakes

2. Misjudge cultural and structural
context
Every organization is unique, and the success of
an HR approach depends on its ability to address
their specific cultural & structural context. There
is no one-right-model. The blueprint for a
successful HR transformation is the approach,
not the solution.
Top 7

3. Design for HR not Employees
HR instruments are often designed for a smooth
running of the HR systems. We must apply
‘Design Thinking’ to create value for the real
customer – the employees.
Top 7

4. Overlook cultural anchors
HR solutions must align with the identity of the
organization. If not, it can have devastating
effects on building an authentic culture and
distinguishing your organization as a great place
to work.
Top 7

5. Apply change management approach
That is a very hierarchical way, but agile ways of
working require agile ways of implementation.
That means running the transformation in an
iterative way with co-creation & co-delivery.
Top 7

6. Ignore the new talent contract
People seek purpose and a personalized
employee experience. They want to be involved
and empowered - not only when it comes to
their own work, but along the entire HR value
chain.
Top 7

7. Don’t think holistically
The way a company interacts with employees
and the kind of consistent and immersive
experience it creates is the ultimate expression of
business values, identity and culture.
Top 7

To win in the marketplace
you must first win in the
workplace.
Doug Conant, CEO of Campbell’s Soup

Just Leading Solutions
275 Madison Avenue
14th Floor
New York, NY 10016
nyc@justleadingsolutions.com
www.justleadingsolutions.com
Thank You!
Fabiola Eyholzer
fabiola.eyholzer@justleadingsolutions.com
+1 908 340 8091

Agile HR and the New World of Work

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