{"id":13044,"date":"2019-12-09T08:37:22","date_gmt":"2019-12-09T14:37:22","guid":{"rendered":"https:\/\/blog.planview.com\/?p=13044"},"modified":"2020-03-05T08:39:21","modified_gmt":"2020-03-05T14:39:21","slug":"hr-goes-agile-bringing-people-operations-into-the-21st-century-with-lean-agile-values-and-principles","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/hr-goes-agile-bringing-people-operations-into-the-21st-century-with-lean-agile-values-and-principles\/","title":{"rendered":"HR Goes Agile: Bringing People Operations into the 21st Century with Lean-Agile Values and Principles."},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-13045\" src=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/03\/HR-Goes-Agile.jpg\" alt=\"\" width=\"800\" height=\"450\" srcset=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/03\/HR-Goes-Agile.jpg 800w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/03\/HR-Goes-Agile-300x169.jpg 300w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/03\/HR-Goes-Agile-768x432.jpg 768w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/03\/HR-Goes-Agile-750x422.jpg 750w\" sizes=\"auto, (max-width: 800px) 100vw, 800px\" \/><\/p>\n<div class=\"s-content\">\n<p>As enterprises are becoming increasingly Agile, the role of HR in Lean-Agile organizations is being challenged to expand beyond process-oriented HR management, and into truly Lean-Agile people operations. In this series of posts, we\u2019ll be discussing why HR goes Agile, and what happens when HR goes Agile\u2014and how high-performing organizations should approach HR\u2019s transition into fully embracing the Agile methodology.<\/p>\n<\/div>\n<div class=\"s-content\">\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_80 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/blog.planview.com\/hr-goes-agile-bringing-people-operations-into-the-21st-century-with-lean-agile-values-and-principles\/#WHY_HR_GOES_AGILE\" >WHY HR GOES AGILE<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/blog.planview.com\/hr-goes-agile-bringing-people-operations-into-the-21st-century-with-lean-agile-values-and-principles\/#HOW_HR_GOES_AGILE_APPLYING_LEAN-AGILE_PRINCIPLES_TO_HR\" >HOW HR GOES AGILE: APPLYING LEAN-AGILE PRINCIPLES TO HR<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"WHY_HR_GOES_AGILE\"><\/span>WHY HR GOES AGILE<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<\/div>\n<div class=\"s-content\">\n<p>In general, the need for Agile transformation has been driven by a variety of technological, economic, and social factors, which you can learn more about\u00a0<a href=\"https:\/\/www.planview.com\/resources\/articles\/what-is-agile\/\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">here<\/a><a href=\"https:\/\/www.planview.com\/resources\/articles\/what-is-agile\/\" data-ol-has-click-handler=\"\">.<\/a>\u00a0The need for Lean-Agile principles and practices in HR specifically has come from a fundamental transition in the workforce that has occurred in the past few decades.<\/p>\n<p>Decades ago, organizational excellence was the result of effective control of employees. Employees were viewed as cogs in a wheel\u2014and the best results were achieved when those cogs all performed the jobs that were assigned to them. Power trickled through the organization from the top down. The role of HR was to ensure that no one\u2019s legal rights were infringed, and that the cost of these \u2018resources\u2019 stayed within the organization\u2019s budget.<\/p>\n<p>This method of management worked fine for manufacturing in the 20th century but is obviously poorly suited to the needs of modern-day enterprises. Today\u2019s enterprises rely heavily on the intelligence, creativity, innovation, and discourse of an empowered, diverse workforce.<\/p>\n<p>Modern organizations, especially Lean-Agile organizations, recognize that\u00a0<a href=\"https:\/\/www.scaledagileframework.com\/agile-hr\/\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">\u201ctalent, knowledge, and leadership are the new currency for competitiveness.\u201d<\/a>\u00a0They defy traditional, task-based management. This means that, now more than ever, the need for effective people and performance management is a strategic imperative.<\/p>\n<p>This new way of managing and thinking about work challenges HR to rethink people operations\u2014from hiring and onboarding to retention and professional development\u2014across the organization.<\/p>\n<\/div>\n<div class=\"s-content\">\n<h2><span class=\"ez-toc-section\" id=\"HOW_HR_GOES_AGILE_APPLYING_LEAN-AGILE_PRINCIPLES_TO_HR\"><\/span>HOW HR GOES AGILE: APPLYING LEAN-AGILE PRINCIPLES TO HR<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<\/div>\n<div class=\"s-content\">\n<p>Lean-Agile values and practices can be used to improve employee engagement, performance management, and more. We\u2019ll go into more specific, actionable steps you can take to embrace agility in your HR organization in the later posts in this series. For now, let\u2019s talk on a high level about how Lean-Agile principles are applied to people management.<\/p>\n<\/div>\n<div class=\"s-content\">\n<h3>REDEFINE THE TALENT CONTRACT<\/h3>\n<\/div>\n<div class=\"s-content\">\n<p>Management expert Peter Drucker defines knowledge workers as, \u201c&#8230;.people who know more about the work they perform than their bosses.\u201d Knowledge workers are the lifeblood of the modern enterprise. They are responsible for converting information into knowledge, and that knowledge into actionable systems and solutions.<\/p>\n<p>As the experts at\u00a0<a href=\"https:\/\/www.scaledagileframework.com\/agile-hr\/\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">Scaled Agile Framework<\/a>\u00a0explain, \u201cIt is their ideas, experiences, and interpretations that keep businesses moving forward. The results of their intermediate work are often tangible and require improvisation; the use of judgment in ambiguous situations, as well as interactions with others, is continuously required.\u201d<\/p>\n<p>As such, it is the role of HR to define and honor a new talent contract: One that understands the drive of knowledge workers and recognizes the power shift that comes with it. Knowledge workers seek more out of their work than simply a paycheck. They seek meaning and purpose and appreciation and respect. They want autonomy, mastery, and purpose.<\/p>\n<p>As such, the HR function is not to simply put out fires as they arise; it\u2019s to proactively, collaboratively, work with employees to create systems for hiring, onboarding, retaining, and empowering employees that are healthy, sustainable, and focused on the employees\u2019 experience.<\/p>\n<\/div>\n<div class=\"s-content\">\n<h3>FOSTER CONTINUOUS ENGAGEMENT<\/h3>\n<\/div>\n<div class=\"s-content\">\n<p>There is an abundance of research that shows that employee engagement is more than just an idealistic HR goal: It\u2019s actually a proven employee retention strategy. According to research cited in the\u00a0<a href=\"https:\/\/hbr.org\/2019\/11\/making-work-less-stressful-and-more-engaging-for-your-employees\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">Harvard Business Review<\/a>, enterprises with engaged employees have much higher returns.<\/p>\n<p>Another reality of the talent market today, that wasn\u2019t the case just a few decades ago: People simply don\u2019t stay with companies like they used to. The average Baby Boomer held roughly 11 jobs between the years they were aged 18 and 48, according to recent data from the Bureau of Labor Statistics (with even more job hopping seen by Millennials and younger).<\/p>\n<p>Part of this is inevitable:\u00a0<a href=\"https:\/\/www.inc.com\/zoe-henry\/what-job-hopping-is-really-costing-you.html\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">You aren\u2019t likely to have many spend their entire careers with your company<\/a>, and that\u2019s okay.<\/p>\n<p>However, engaged employees are more likely to stay with the company. And the best way to lower turnover is to invest in people. The vast majority of employees worldwide are dissatisfied, disillusioned, and disengaged. Actively developing people takes away their need to switch jobs in order to advance in their careers or grow their skills.<\/p>\n<p>Lean-Agile practices allow people to grow professionally, through challenging work, powerful collaboration, continual feedback, engagement with goal setting, and relentless improvement\u2014all embedded into their workflow. Unlike in most organizations, where \u2018professional development\u2019 is treated as being a separate, extracurricular activity, Agile organizations encourage continuous learning, recognizing that the goal for Agile enterprises is not simply to retain talent, but to develop a rich, flourishing talent pool of engaged employees.<\/p>\n<\/div>\n<div class=\"s-content\">\n<h3>HIRE FOR CULTURAL AND ATTITUDE FIT<\/h3>\n<\/div>\n<div class=\"s-content\">\n<p>Building that rich, flourishing talent pool of engaged employees starts with identifying, attracting, and hiring the right people. Agile HR organizations focus on developing a high-quality hiring process that accurately, effectively recruits best-fit candidates.<\/p>\n<p>This includes:<\/p>\n<ul>\n<li><b>Using organizational Agility to attract top Lean-Agile talent:<\/b>\u00a0Candidates who are already working in Lean-Agile environments will be attracted to Lean-Agile organizations.<\/li>\n<li><b>Hiring\/promoting internally:<\/b>\u00a0Promoting talent internally is not only a cost-effective way to fill open positions, it\u2019s also a great way to boost morale within the organization.<\/li>\n<li><b>Hiring team players:\u00a0<\/b>Agile is a team sport; no brilliant jerks need apply. Don\u2019t just take a candidate\u2019s word for it\u2014design a hiring process that\u00a0<i>tests\u00a0<\/i>a candidate\u2019s ability to collaborate on a team to make sure they\u2019re the right fit for an Agile environment.<\/li>\n<li><b>Mastering the onboarding process:\u00a0<\/b>The way you onboard employees can make or break their experience at your organization. Set employees up for success by developing an engaging, effective onboarding process that is regularly updated as processes and policies evolve.<\/li>\n<li><b>Including teams in the hiring process:\u00a0<\/b>Talent acquisition is a delicate art\u2014cultural fit and attitude are just as important as hard and soft skills. Make sure to include the people who will be working closely with the candidate in the recruiting process, to make sure that the candidate is a good fit on paper and in reality.<\/li>\n<\/ul>\n<\/div>\n<div class=\"s-content\">\n<h3>IMPROVE PERFORMANCE MANAGEMENT PRACTICES<\/h3>\n<\/div>\n<div class=\"s-content\">\n<p>Traditional performance management practices are heavily criticized as being largely ineffective. In the context of an Agile environment, they make little sense: If Agile is all about iterative development and continuous improvement, why do we continue to evaluate employees just once a year? What\u2019s worse is that performance management has been coupled with compensation and promotion decisions\u2014meaning that a person\u2019s job title, and how much they are paid, are discussed directly in terms of how they have performed.<\/p>\n<p>Sometimes, performance can be tied to specific compensation or promotion decisions\u2014but mostly, tying all of these conversations into one annual nerve-wracking conversation is ineffective, as the\u00a0<a title=\"\" href=\"https:\/\/www.scaledagileframework.com\/agile-hr\/\" target=\"_blank\" rel=\"noreferrer noopener\" data-ol-has-click-handler=\"\">experts at Scaled Agile Framework explain:<\/a>\u00a0\u201cManagers tend to batch feedback, both negative and positive, into the annual feedback dump, depriving employees of the timely feedback they need to actually improve when it matters; and employees are nervous about their appraisal as it affects their upcoming compensation and promotional chances.\u201d<\/p>\n<p>This challenges HR to completely rethink performance management at every level. Following the overall movement of Agile organizations toward iterative, continuous flow, Agile HR practices emphasize performance management practices that emphasize continual feedback, regular alignment to larger goals, and frequent check-ins between managers and the employees who work under them. We\u2019ll share more about Agile performance management practices in upcoming blogs!<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>As enterprises are becoming increasingly Agile, the role of HR in Lean-Agile organizations is being challenged to expand beyond process-oriented HR management, and into truly Lean-Agile people operations. In this series of posts, we\u2019ll be discussing why HR goes Agile, and what happens when HR goes Agile\u2014and how high-performing organizations should approach HR\u2019s transition into&#8230;<\/p>\n","protected":false},"author":143,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[38],"tags":[511],"class_list":["post-13044","post","type-post","status-publish","format-standard","hentry","category-work-collaboration","tag-leankit"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.8 (Yoast SEO v26.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>HR Goes Agile: Bringing People Operations into the 21st Century with Lean-Agile Values and Principles - 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