Agile HR, with its talent practices, involves providing managers or leaders with agile coaching skills during 90-minute live conferences which take place weekly.
The leaders/managers also engage in learning sessions which spread out the activities taken in validating learning with their peers, clients or suppliers.
A training should incorporate peer-to-peer feedback: companies usually create teams (or tribes, as I like to call them) to share ideas and tactics, and this is happening in CoP (communities of practice).
It is the companies’ duty to create the safe social environment where people can share failures, opinions and learning activities freely, without fear that somehow their managers will use that information against them! How a company can implement this? Simple by changing the values, principles and mission 🙂
Transfer the new values and principles to the leadership teams that then can use agile coaching to find another level of leadership that can bring on board other agile coach. And in this way you can tackle the agile transformation and changing little by little:
which is at the core of agile transformation
People need a safe working environment in which productivity and efficiency are strongly related to collaboration with the team and support from within. And with Agile HR, this is not impossible. It is rather the desired path.
Sometimes existing employees make the best agile coaches when they are willing (having the intrinsically motivation to become a pioneer of agile coaching business in the company – as an intrapreneur) to support other fellows in their agile journeys.
There is a lot of beneficial when an agile coach is “made” from the existing employees(at the company leadership level to use agile coaching to find the right agile coachee): the message is that the company trust their people and we appreciate experience in the road of transformation.
Companies should simplify the performance review process, separating evaluation from development discussions, thus eliminating talent calibration sessions and having more spare time for employees’ growth. This is a must for the future of work and for an environment guided by an agile leadership.
Contributing to the professional and personal growth of employees who have great capabilities and relationships with their managers or leaders will increase engagement and will, therefore, help the company innovate and move faster.
Learning is the foundation of innovation, and without it a company will die, eventually!
The greatest agile coach comes from within the organisation!
You cannot afford in our digitalisation world not to be agile and just doing agile.