Human Resources responsabilities - HR teams. What about them? Traditional HR focuses on individuals along with their specific:
Although nowadays many companies are organizing their work project by project, their management and talent systems are becoming more team-focused, and this is a general tendency in the present agile HR environment.
Groups are creating, executing, and revising their goals and tasks at the level of teams, at the present moment, without waiting for a specific event to adapt quickly to new information as it comes in.
Also, they track their own progress, and they identify obstacles, assess their leadership, and generate insights about how to improve the company's performance rates, which summarizes the process, creating space for future business strategies.
According to McKinsey, the flexible pool typically pulls from both groups: generalists that bring greater focus on how to engage business leaders for maximum impact, and junior COE resources that bring some specialized knowledge of best-practice solutions.
Working together, agile HR teams offer a mix of business and HR knowledge, along with domain expertise that drives creative solutions. Simultaneously, key skills for everyone in the pool are more flexible problem-solving and initiative leadership.
What are human resources responsibilities?… the one that stays at agile HR core?
“Agent of change” - they are the support department for every department to change their mindset towards an Agile mindset is at the core of transformational organisation.
Peer feedback is essential to course corrections and employee development in an agile environment, and it is rather an informal process, with the comments directed towards the employee, not towards the manager or leader.
Some executives (old thinking: believe that peer feedback should affect performance evaluations), but in an agile environment we dedicate the feedback to peers, and they give it at the specific moment when it applies or in agile ceremonies like daily meetings. The future of work involves a whole fresh perspective on the concepts of feedback, in which employees may choose whether to include managers and others in their comments to peers.
Companies sometimes decide on periodic confidential employee surveys and focus groups to discover which issues people wanted to discuss with their managers. HR then processes the received data and they discuss with managers/leaders to inform their conversations with direct reports.
One of the Agile human resource responsibilities is to create a multidirectional feedback by using pulse surveys, which comprises simple surveys for the teams to complete every once in a while which allows employees to collect feedback on employee satisfaction in almost real-time, encouraging managers to be more present in the employees' professional activity.
Receiving feedback so often and so quickly means that you are getting an insight into morale and employee satisfaction at the moment, not reviewing a survey that has collected data for weeks a month after the polls closed, according to this article - this is one of the human resource responsibilities to be sure that remains exactly like this.
Kurt Lewin, a social psychologist, and change management expert with coining the term "group dynamics" in the early 1940s. He noted that people often take on distinct roles and behaviors when they work in a group. "Group dynamics" describes the effects of these roles and behaviors on other group members, and on the group.
How does this apply in nowadays HR environment? Well, the manager's role has changed, and it has moved away from just managing individuals towards the much more complicated task like:
The agile team is a supremacy in an agile organisation! People are the key asset of every business and when more minds curious and full of ideas meet, impressive projects develop, which is great both for the teams and for the company.
Some (final) thoughts
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