Carla Botha – Signify Software

The benefits of adopting Agile for HR

Carla Botha — Thu, 30 Nov 2023 17:01:24 +0000

You can have great expectations when adopting agile practices in HR

Here are some benefits you can look forward to when adopting an Agile approach to HR practices.

Speed and Adaptability:

Agile methodologies emphasize quick iterations and flexibility in responding to changes.

Scenario: Traditional Treasures Co. employs traditional HR practices and needs to adapt to a sudden market shift requiring remote work policies. Having a traditional HR setup – it took weeks to formalize these changes due to hierarchical decision-making. In contrast, ChuckleCrafters Co. applies an Agile HR, supported by collaborative and quick decision-making structures. They swiftly implement flexible remote work guidelines, ensuring seamless adaptation to market demands within days.

Employee-Centric Approach:

Agile HR places a strong focus on the employee experience. It ensures robust feedback loops that are integrated into workflows and processes. It promotes collaboration and empowerment, which includes aligning HR strategies with employee needs and aspirations.

Scenario: ScratchyGears Inc. uses a monthly “pulse” survey which suggests lower employee satisfaction due to a need for increased flexibility to balance family and work responsibilities. The HR problem-solving team collaborates with employees to design a pilot program to experiment with flexible working hours to improve morale while maintaining optimal productivity.

Data-Driven Decision Making:

Agile HR relies on data analytics to inform decision-making.

Scenario: SnickerSolutions Ltd.’s HR uses analytics to conduct a trend analysis on employee turnover to identify potential attrition triggers. Using data insights, the HR team then creates a cross-functional work group to design targeted retention strategies that aim to address employee concerns and retain valuable talent.

Continuous Improvement:

Agile HR encourages a culture of continuous improvement.

Scenario: The HR team at Turkeymagic Enterprises decides to pilot frequent performance check-in conversations to augment the performance management process. This creates constant feedback, two-way communication, and higher responsiveness to coaching and upskilling needs, while poor performance is addressed almost immediately.

This establishes a constant flow of real-time performance data.

Cross-Functional Collaboration:

Agile HR breaks down silos and promotes collaboration.

Scenario: Wow-me-Widgets Co. knows that an effective onboarding program improves new hire retention by 82% (Brenden Hall Group).

The HR team creates a multi-disciplinary work group comprising experts from Marketing, Operations, Finance and recent new joiners to redesign an engaging process for new hires.

Embracing Change:

The essence of “embracing change” in Agile HR is reflected in the willingness to shift strategies, processes, and structures in response to evolving business needs, market trends, and employee expectations.

Scenario: Vintage Ventures Ltd. fosters a culture of experimentation and flexibility. They frequently revisit capabilities based on project needs and encourage cross-functional collaboration. The HR team consistently evaluates recruitment criteria to include a broader range of skills, emphasizing culture fit and potential for growth over stringent qualifications.

Agile HR-myth busters

Carla Botha — Thu, 30 Nov 2023 16:30:41 +0000

Common misconceptions about implementing Agile practices in HR

If you are thinking “Agile HR sounds great, but it won’t work in our company.” You are not alone. Many government departments, large or small organizations think that Agile HR is not practical for the way they work.

With this in mind, here are some common misconceptions about adopting Agile for HR.

Agile is only for software development:

Sure, the agile methodology originated in software development. However, because this is more a philosophy and mindset than a set of rigid practices, you can adopt what makes sense for your organization with the capabilities and resources you have.

It’s only about speed:

Agile isn’t about doing things quickly. It is about being responsive. Agile emphasizes collaboration and optimizing the flow of value to your customers (including employees and customers).

There is no need for structure or planning:

Agile is not about avoiding a plan altogether. It uses a flexible framework with well-defined processes and structures, such as sprint planning, daily stand-ups, and retrospectives. It reinforces the need to adapt plans, quickly, based on recurring cycles of feedback.

One size fits all:

Agile HR doesn’t suggest a paint-by-numbers approach. It recognizes that each organization is unique and that Agile practices can be customized according to your company’s size, culture, industry, and specific needs.

It eliminates hierarchy:

Agile doesn’t aim to eliminate hierarchy. It promotes a collaborative and inclusive environment. It changes how hierarchies function and communicate within the organization.

It’s a quick fix:

Agile is a mindset shift and a long-term commitment rather than a quick fix. It requires cultural change, continuous learning, and a willingness to adapt. Adopting Agile HR practices may take time, and its success depends on consistent effort and supportive leadership.

It’s incompatible with compliance:

Some assume that Agile’s flexibility conflicts with compliance requirements. This is not the case. Many companies operating in highly regulated industries have adopted Agile practices with great success.

In summary:

Let’s challenge our beliefs about Agile. It’s not only for software development or solely about speed. It’s neither anti-structure nor anti-planning but showcases a flexible framework with well-defined processes. Its high adaptability to an organization’s unique characteristics makes it easier to adopt. Agile is not a quick fix, instead, it underscores the need for a mindset shift requiring long-term commitment, cultural change, and supportive leadership. Lastly, Agile can support your compliance goals and requirements.

Agile for HR

Carla Botha — Thu, 30 Nov 2023 15:35:20 +0000

Our world of work has changed. The world economy, business environments, the competitor landscape, and the pace of technology and innovation, including the influence of AI, culminate in a volatile and unpredictable world where we can barely plan 6 months in advance.

In addition, our customer, THE EMPLOYEE, is changing. Boomers have left the building; Gen Xers are fewer. Millennials and Gen Zs are the predominant generations, and they have different needs and expectations.

How should HR change to effectively respond to the needs of today’s organizations and employees?

Enter Agile.

Applying Agile principles to HR practices provides practical solutions to creating a more client-centric, responsive, and adaptable HR function.

To build this future reality for HR let’s consider potential influences and past practices that could be barriers to change.

1st Wave: 1950-1970

Organizational strategy was influenced by the minds of Peter Drucker and Alfred Sloan where the focus was on long-term planning (5-10 years…what a luxury!)
We saw the emergence of corporate departments, and the rise of the SWOT analysis, while HR practices focused largely on administrative tasks, personnel management, and labor relations, lacking strategic involvement and alignment to organizational goals.
This first wave was referred to as the Planning wave.

2nd Wave: 1970-1990

The second wave was called Positioning.
Porter’s 5 forces model was used to analyze the competitor and environment to determine an organization’s attractiveness and competitive positioning.
During this period, we saw a shift in focus from form to substance, where HR started gaining global recognition for the influence of HRM on organizational performance.
The goal: To get the best performance out of a human ‘asset’.

3rd Wave: 1990-2010

The 3^rd wave, referred to as “Spanning”, was recognized for its transformative shift in strategic perspective toward meeting the needs of the customer, underpinned by resource-based theory.
Capabilities became the linchpin for establishing a sustainable competitive advantage.
Simultaneously, HR strategies witnessed an evolution into strategic human resource management (SHRM).
SHRM aimed to forge a connection between HRM practices and strategic management.
This was the era where HR thought leader Dave Ulrich positioned the 3-pillar HR operating model, comprising business partners, centers of excellence, and shared services, providing both strategic insights and administrative efficiencies.

4th Wave: 2010-now

We are currently in the 4^th wave and we see organizations having to navigate increasing environmental complexity and technological innovation.
There is a clear shift toward dynamic perspectives on strategy to enable agility, and adaptability, with operations becoming leaner.
The goal: Customizing at scale.
In the context of HR strategy, the last three decades of research have prompted reflection, with empirical evidence supporting a strong correlation between HRM practices and organizational performance.

Agile HR Practices

Agile for HR is one of the proposed operating models that could help both HR and business navigate environmental turbulence.

In comparison to Traditional HR Practices, Agile HR looks something like this…

Iterative development involves breaking tasks and projects down into smaller, manageable chunks. This paves the way for continuous improvement—a stepping stone toward excellence.

Collaboration and empowerment are at the core of Agile. Implying self-organized teams and decentralized decision-making.

Short planning cycles allow swift adaption and responding dynamically to feedback and evolving requirements. Flexibility becomes HR’s superpower.

Cross-functional teams comprising diversity in skill set, experience, and vantage points – unlock the full potential of collective intelligence.

Embracing change as opposed to trying to maintain a stable status quo. This enhances the ability to be nimble in the face of constant change.

In essence, Agile principles are guiding philosophies that can help HR to shape a new era of work—one that’s dynamic, collaborative, and adaptable.

Navigating the Future of HR

Carla Botha — Wed, 15 Nov 2023 12:03:25 +0000

Shifting towards a new operating model

The rapid and volatile business environment today necessitates a shift in how HR functions to support the needs of their organizations and employees.

So HOW and WHAT should HR change?
The article by Gartner on the “5 Imperatives for HR Operating Model of the Future” provides a practical and effective approach to this question.

#1 From HR Business Partners to Strategic Talent Leaders

No more high-level executives trying to address an entire organization’s talent challenges and opportunities.
Position dedicated talent leaders within business units to own the talent strategy for that unit.

#2: Pool of problem-solvers

This team comprises people with exceptional problem-solving skills working on a variety of projects.
They are tasked with defining talent problems, testing hypotheses and building solutions. Working closely with their customers (end-users) and the Centre of Excellence (COE) team.

Key skill requirements:
Critical thinking | Analysis | Experimentation | Empathy | Entrepreneurial mindset
Allocation of HR staff compliment: 40%

#3 Agile support for next-gen COE’s

The focus: To deliver skilled expertise to business. Working closely with the problem-solving team to co-create policies and procedures as business needs evolve. COE’s can comprise contract workers or part-time resources.

Key skill requirements:
Critical thinking | Problem-solving| Agile mindset | Collaboration | Business acumen
Allocation of HR staff compliment: 10%

#4 From talent analytics to Human Capital Intelligence (HCI)

The focus: Providing robust talent insights to employees and business leaders to improve talent-based decision-making.
Deliverables can include trend analysis, predictive modelling, and forecasting with a highly customer-centric approach that flexes as business leaders’ needs change.

Key skill requirements:
Analytical thinking | Critical reasoning| Data analytics | Partnering | Influencing
Allocation of HR staff compliment: 10%

#5 Robust HR ops and service delivery teams

This team comprises an HR Technology team, People Relations Managers and Shared Services led by the HR Chief Operating Officer or HR COO.
The COO’s focus is to tie different HR roles together to maximize functional effectiveness.
The HR technology team ensures a comprehensive tech infrastructure by incorporating advantages such as automation and analytics, supporting the entire employee experience and efficient HR outcomes.
People relations managers provide operational and functional support to other HR teams, employees and managers through a centralized pool. Owning much of the outputs formally delivered by the HR function, focusing on compliance, employee relations, IR responsibilities and people-management coaching.

Allocation of HR staff compliment: 40%