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Agile HR

Pain points in daily HR work!

Are you familiar with the issues below? Lack of

  • Quality in deliverables 
  • Ownership (It's not my job)
  • Commitment
  • Focus
  • Trust
  • Communication
  • Information loss
  • Appropriate estimations
  • Project vision
  • Not being part of a culture, but of a silos

If you experience at least 3 issues at work, it's high time you changed you and the business.

Find The Right People written on road sign-1

How did we come here?

In our days organisations are structured in the logic of a production line based on division of labor and specialisation. This hierarchical and very traditional working structure was a solution for the past century.

But what now?

We need to change the mindset of people in order to activate the new culture of innovative companies.

Please take a look at this information in order to move further:

So, as a short conclusion - being agile is a response to a fast changing and complex market conditions.

Transforming the business agility should be a current habit of every organisation. Because of the continuous changes, human resources department/team need to transform their mission, values and focus on innovation, speed and collaboration... or even to be a leader of this transformation.

But because not all the time the copycat work - maybe in processes but not in mindsets - the people in human resources have come with an adapted Agile Manifesto for HR.

What is not agility?

Agility is not about processes in the first place, as many people consider it - "Tell me what to do and I'll do it!" - every employee should find their "Why?" and to see of this is aligned with the company they work for.

It is not only daily meetings nor post-it sticking or routine of meetings.

How can we become Agile in HR organisations or departments?

First things first. We need to start a whole transformational approach in sprints for any organisation. Actually, this might mean a new organisational design.

This design is not a copycat of another organisation. It should be based on the experience and knowledge of that organisation. 

Instead of a structural design, like

  • talent management
  • recruitment
  • learning and development
  • performance management
  • operational units

there should be agile teams that should become self-organising and cross functional, including all the skills needed to accomplish that job/working product. A proper name for the employees who are part of the team is T-shaped. On the vertical, they are very skilled and on the other line they are generalist - this is how we can create cross-functional teams.

As an organisation you should have marked in corporate values that you believe in assuring the social safety for your employees to empower them to learn to fail! - The Mindset!

And then to have the procedures in place to assure them that they will do it fast! - The Process!

HR people need to know and apply Agile practices

Agile as a mainstream way of working!

As an agile way of thinking, I'm meeting with HR people more and more often. Whether at companies, or seeing them at events, increasingly it is common to be drawn into conversations requesting a short introduction to agile.

I'm sharing my thoughts and experiences around agile and HR departments, what they should know about becoming agile and how they can apply agile in their daily work.

These are new ways of approaching human resources processes in terms of Agile:

HR teams are transforming and reborn into the same time in order to become Agile. 

Why HR people has a crucial role in business agility!

The innovation starts with the most open minded people from departments. There are people in the rules controlled jobs like: accountants, doctors, etc where the innovation usually happens from outside and not inside the organisation.

When the transformation is possible, there are still people in organisations that have an attitude of resistance to change and it's much harder to obtain business agility. Who will support this people? We cannot see changes if the old habits and way of thinking come from industrial age.

The HR thinking should spread on horizontal over the entire organisation - core values, principles of the company, mission and then to assure that these elements are agile and aligned with the employees.

Even the HR people's mindset should change in order to re-skilling for keeping up with the competitive advantage that other companies have on the market. So, the HR role is crucial in adopting Agile' principles and values.

Some (final) thoughts shape-1

HR people need to embrace Agile as a way of thinking and then as processes. Agile is a competitive advantage now but shortly it will become a must. Agile is not only about practices but also a set of values and principles that fits every domain. HR departments are in the position of being enablers and so they are a natural fit for companies becoming Agile.


This article is part of a bigger topic called Employee Engagement

Employee engagement

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