Adventures with Agile: Traditional HR has failed us! How to convince them to go Agile.

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

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

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

The Importance of HR for Enterprise Agility
4

“People Operations is your secret weapon for
bringing lean | agile to an enterprise level.”
Fabiola Eyholzer, Just Leading Solutions

A lean | agile culture evolves around people and corporate
values and settings - all of which are key mandates of HR

What Agile says about HR … and HR does not like to hear

There is no question about it: HR is not there yet and it is
a long road. But HR is going to take it

The World of Human Resources
9

The world of Human Resources is colorful, but complex

The good, the bad and the ugly truth about Human
Resources
The Good The Bad The Ugly
11

Knowledge is the one scarce resource today, that puts
people & HR on the corporate agenda like never before
The Good
12

Thanks to technology and outsourcing routine tasks are
demoted, leaving more resources for key people issues
The Good
13

HR is constantly evolving and a new generation of HR
professionals is coming on board
The Good
14

HR practices and processes are not in line with the needs
of 21st century people and organizations
The Bad
15

HR instruments are driven to handle poor performance
and mediocrity
The Bad
16

(Unjustly) the image of HR is average at best, devastating
at worst
The Bad
17

Many people decisions and policies are dictated by hidden
forces, namely: Finance, Legal, and Management
The Ugly
18

Many HR instruments must make up for weak managers
and uninspiring leaders, costing companies billions
The Ugly
19

The underlying believes behind many practices are clearly
outdated: Our Compensation thinking is a century old
The Ugly
20

Let’s stick with the good things, change the bad, and get
rid of the ugly ones
The Good The Bad The Ugly
Stick
with
Make
change to
Get
rid of
21

Lean | Agile People Operations
22

Lean | Agile People Ops is the future of HR in innovative,
engaging and fun organizations

The key mandate of Agile HR is to inspire & engage
talents, not on retain and control employees

The Manifesto for Agile HR describes the core values of
Lean | Agile People Ops
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

The Principles for Agile HR express the key characteristics
of Lean | Agile People Ops
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

What is the difference between Agile & Traditional HR?
Nothing and everything!
What is the difference between Agile & Traditional HR?
Nothing and everything!
27

Agile vs. Traditional HR Instruments
28

The traditional HR employee cycle starts with hiring and
ends with retiring
Hire
Inspire Admire
RetireDevelop
Compensation
& Benefits
Talent
Acquisition
Performance
Management
Learning &
Development Separation
29

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
Talent
Acquisition
30

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
Talent
Acquisition
Separation
31

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
Separation
32

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
Talent
Acquisition
33

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
Learning &
Development
34

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
Compensation
& Benefits
35

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
Compensation
& Benefits
36

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
Performance
Management
37

The employee cycle in Lean | Agile People Ops focuses on
interacting with current, former, and potential talents
interact
share
engage
empower
inspire
select
acknowledge grow
care, communicate, connect
Potential &
Former Talents
Current Talents
38

Agile HR Journey
May-19-2015 39

Agile HR Journey
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

Agile HR Journey
Agile HR
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

Agile HR Journey
Agile People Ops is a key in bringing Agile to an Enterprise
level. Yet the decision cannot be taken lightly

Agile HR Journey
The journey towards Agile HR is
– oblique –
44

Agile HR Journey
– evolving –
45

Agile HR Journey
– challenging –
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

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/

Agile HR Journey
Changing to Agile HR is like transforming MSG while it is
hosting full house events

Game Plan
50

Game Plan
Your game plan for creating a new HR toolbox for agile
enterprises
• 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

Game Plan
It all starts with your next dialogue with your People’s
Person!

“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

Thank you!
Just Leading Solutions
275 Madison Avenue
14th Floor
New York, NY 10016
nyc@justleadingsolutions.com
www.justleadingsolutions.com
Fabiola Eyholzer
CEO
fabiola.eyholzer@justleadingsolutions.com
+1 908 340 8091
@FabiolaEyholzer
May-19-2015 54

Adventures with Agile: Traditional HR has failed us! How to convince them to go Agile.

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