INTRODUCTION

Agile is rapidly emerging as the new working standard in our complex world. Across the globe, organizations and teams are redesigning how they work in response to change in their market, and the need to gain competitive advantage through digital innovation. The involvement of Agile for Human Resources are enormous. Current HR and people are lacking the knowledge of Agile working methods. And their leaders require support in how to scale Agile and transform their organization. It’s time to make HR and the workplace all about the human again, rather than managing people as resources. Agile HR transforms the fundamental principles of HR to People Operations leading Agile, digital and networked organizations. Innovative ideas have been part of the IT world as key capabilities to deliver value to customers while creating a new organizational culture.

 Strategies of Agile HR

  1. Focusing on creating coaches and mentors by training different level leaders of the company. Agile HR creates experts and not managers.
  2. Improve customer satisfaction, productivity and to reduce the cost by using the project management methodology.
  3. They focus to design a flexible work environment so the working individuals can balance their personal and professional life.
  4. Implementation of high-performance self-motivated teams who are focused on their targets and towards achieving their goals.
  5. Maintaining transparency among different functions of the organization so that the goals and policies are clear to everyone and to identify the levels of employees based on their expertise.
  6. Focus on continuous learning approach from their experiments.
  7. Encourages feedback collection for continuous process improvement.
  8. Believes in employee and brand investment and tends to implement a strong employment brand.

Basic Guidelines of Agile HR

Embrace the New Talent Contract: This is the age of digital disruption and enterprises must respond to the new realities by fundamentally reinventing their mindsets, behavior, leadership, and ways of working. The driving force behind the Lean-Agile organizations is knowledge workers – the fastest growing and most critical workforce sector. Their jobs consist of converting information into knowledge and instantiating that knowledge in systems and solutions. It is their ideas, experiences, and interpretations that keep businesses moving forward. The results of their intermediate work require improvisation; the use of judgment in ambiguous situations, as well as interactions with others is continuously required.

Foster Continuous Engagement: Agile understands the power of bringing intrinsically motivated people together to form collaborative empowered teams. In addition, SAFe then puts them into an Agile Release Train (ART) where they are engaged with others on a common mission, and collaborate through face to face planning. Enterprises with engaged employees have much higher returns. Yet the vast majority of employees worldwide are dissatisfied and disengaged.

Hire for Attitude: Building a powerful workforce starts with identifying, and hiring the right people. But finding top talent is increasingly difficult. Agile is a team sport. Technical experts are important, but Agile teams prosper when hiring candidates with the right attitude and cultural fit.


Move to Iterative Performance Flow: Performance Management was initially installed to align goals and foster joint efforts –it has since evolved into this the pivotal point for an entire set of HR practices, especially Compensation and Talent Management. Managers tend to batch feedback, both negative and positive, into the annual feedback, depriving employees of the timely feedback they need to actually improve when it matters. Review tools are in place to help guide the discussion and ‘force’ managers to rank their people. This means many companies excel at calculating ratings. But it comes at a high cost to the motivation of people. However, the tides are shifting, and organizations of all shapes and sizes are already eliminating employee appraisals in order to respond to the challenges and interfaces to HR instruments.

Support Impactful Learning and Growth: Learning and growth have always been intertwined. Working is also a part of learning, agile people must also understand how knowledge grows, changes, and is overturned; and be given a method to acquire relevant new skills and competencies as well as the ability for transfer of learning. Employees are not only empowered when it comes to their work, but they are also in charge of their own development. They access knowledge, attend learning sessions, build a network, and shape their progress and career path according to their own needs and perceptions. This journey is strongly guided but it is not controlled by people operations and Lean-Agile Leaders.


Conclusion:

Agile HR applies the agile methodologies to reinforce the organization by exploring the new possibilities of talent acquisition and supports adaptability and productivity. Agile HR helps simplify the tasks. The biggest shift is it brings customer and his needs to the core of everything that happens in agile organization. It creates transparency and atmosphere of collaboration and trust. Agile HR helps the organization stay current and aligned with the realities of today’s talent requirements.




Marina CH

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