Agile starts at the top of the house

14 august 2017

Constantly re-creating yourself will be key in order to build a resilient global career in #TheFutureOfWork. This leaves employees overwhelmed (working 24/7),fearful, (I will have to work ‘forever’) highly disengaged and less productive, unprepared for change & transitions and in total lack of the new tangible and intangible skills required. Companies therefore need to build a new organizational architecture and develop a new HR stack. Traditional HR will always remain important but has to be topped off with progressive HR with 4 new roles for HR: (1) HR analytics (statistics),(2) Behavioural economics (psychology and economics), (3) Agile management & (4) Design thinking.

Want to learn more about the new HR stack?

Be sure to read on: in this week’s #ConnectWithContent it’s all about agile management, behavioural economics and HR analytics, three new roles for HR.

How to Make Agile Work for the C-Suite

Many companies are attempting a radical shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. To successfully transform to a more agile enterprise, companies must make conscious choices about where and how to become agile. They have to decide where to adopt agile principles and mind sets, where to use agile problem-solving methodologies to dynamically address strategic and organizational challenges, and where to more formally deploy the full agile model, including self-managed teams.

Not all companies should try to use agile methods everywhere and transition from a traditional to an agile enterprise is complicated and will take time.

The first step is to become agile at the top!

Senior leadership teams that embrace agile do these things differently:

1) Real time issue-based planning in order to allocate resources more dynamically.

Meeting every Monday for an hour or two makes decision making too slow. Better to have daily 20-minute stand-ups at 8:40 a.m. to discuss what members had done the day before, what they would do that day, and where they needed help. Continuous planning ensures that resources are being directed toward evolving priorities.

2) Create small teams working outside the hierarchy to address your most important priorities.

These teams are given permission to use Agile methods and processes and to work outside of the often energy-draining and slower-moving traditional processes and decision hierarchies. Self-managed teams with limited hierarchy and bureaucracy are explicit features of such organizational models. Issues are worked on quickly and cross-functionally in a less formal, less bureaucratic environment. This means no one has to call a special meeting, and issues do not have to be worked through different functional silos and then reintegrated at the top. This type of management boosts the velocity of decision making.

3) Time-box your work and make extensive use of test-and-learn techniques.

Working in smaller increments of focused time, typically one to four weeks, also accelerates decision velocity and the overall corporate metabolism. Using test-and-learn techniques with both customers and internal stakeholders allows companies to take minimum viable solutions and iterate on them quickly, abandoning weaker solutions for better ones.

Companies are increasingly adopting these practices. Making this change stick and permeate through successive layers in the organization requires a change in leadership styles, from command-and-control to models that rely on trust. For leaders, this means learning to let go and to rely on their teams to offer the right answers.

Agile starts at the top of the house.

If you develop leaders with the right mind set and an agile approach to management, you can get the maximum value out of your company’s use of its scarcest resources—the time, talent and energy of your workforce.

Read the whole article here


How behavioural economics can reinvent HR: The power of the nudge

People are the heart of our organizations, yet many fundamental management and HR practices are based on outdated ideas of human psychology and organizational design. When it comes to hiring decisions, employee motivation, and helping workers make better choices, behavioural economics and evidence-based practices can drive a new generation of HR strategies.

Behavioural Economics is a mix between economics and psychology - it tries to unlock why we make the choices we do.

What behavioural economics teaches us is that while we are logical beings, we don't behave in a rational way and much of it applies to management and HR. Behavioural Economics introduces the idea of a "choice architecture:" a constrained set of choices that helps us make better decisions. And with such an architecture, we give people "nudges" that encourage them to do the right thing, without coming out and formally telling them what to do. Behavioural economics has become a big topic in business.

HR creates choice architectures every day: How do you decide which job candidate to select? How do people decide who to promote or move into a new role? How do we incent people to collaborate with others, take their mandatory training,.. And there are dozens of applications of behavioural economics to HR.

The time has come for a fresh look at evidence-based HR, founded on two key premises:

  1. HR practices, policies & programs should be designed to reflect our best understanding of human psychology
  2. HR practices, like all business programs, should be tested and validated

These two principles are the pillars of the “behavioural insights” movement. The HR domain should embrace a behavioural insights movement of its own, founded on three premises that correspond to the major themes of behavioural economics:

  • Play Moneyball (bounded rationality)
  • Nudge your colleagues (bounded willpower)
  • Leverage intrinsic motivation (bounded self-interest)

These principles offer a framework to drive a new generation of HR strategies that create happier, more motivated, and higher-performing teams.

HR professionals—the architects and designers of the people and management processes by which we work—play a crucial role in their organizations. By applying the proven principles of behavioural economics to rethink programs, HR can make them simpler, more effective, more scientific, more economically efficient—and more human.

HR owns the choice architecture of the workplace and should design it carefully, iterating and using data wherever possible.

Culture, engagement and retention of people are the foremost issues on the minds of business and HR leaders.

Behavioural economics provides a new and powerful set of principles to help improve the process of hiring and promoting the right people, motivating our teams, and driving superior performance.

Read the whole article here


The 8 HR Analytics Every Manager Should Know About

HR departments are generating more data than ever before but at the same time they struggle to turn their data into valuable insights. This article is a list of HR analytics every manager should know about, according to the author of this article:

1) Capability analytics

Capability analytics is a talent management process that allows you to identify the capabilities or core competencies you want and need in your business.

2) Competency acquisition analytics

Competency acquisition analytics is the process of assessing how well your business acquires the desired competencies.

3) Capacity analytics

Capacity analytics seeks to establish how operationally efficient people are in a business,

4) Employee churn analytics

Employee churn analytics is the process of assessing your staff turnover rates in an attempt to predict the future and reduce employee churn.

5) Corporate culture analytics

Corporate culture is essentially the collective (often unspoken) rules, systems and patterns of behaviour that embody your business. Corporate culture analytics is therefore the process of assessing and understanding more about your corporate culture or the different cultures that exists across your organization.

6) Recruitment channel analytics

Recruitment channel analytics is the process of working out where your best employees come from and what recruitment channels are most effective.

7) Leadership analytics

Leadership analytics unpacks the various dimensions of leadership performance via data to uncover the good, the bad and the ugly.

8) Employee performance analytics

Employee performance analytics seeks to assess individual employee performance.

Read the whole article here


Did you like this week’s #ConnectWithContent? Feel free to share or leave a comment below!

Are you an HR professional and tired of talking about #TheFutureOfHR? Then we have a better suggestion:

Be sure to apply for our #HRBootcamp and expand your network of HR peers, connect with international thought leaders, get behind the scenes views of world class innovative companies with a radically different DNA.

It’s time for HR to get off the sidelines and get in the game


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