03 Jul 2017
As the need for transparency and customer centricity increases, many companies are restructuring their management styles to meet these new demands. They’re switching to agile management to meet every day pressures of a fast-paced and ever-changing working environment.
Agile management divides a business into teams that act like start-ups and centres on the idea that employees should be largely self-organised.
Clearly this also has implications for HR that should adjust and adapt to make sure it doesn’t get left behind.
In this week’s #ConnectWithContent it’s all about agile management, one of the new roles for HR.
- Want to learn more about how HR can become agile and why it needs to? Be sure to read on.
- Want to dive all-in? Apply for our #HRBootcamp November 20, 21 & 22 and learn all there is to know on the new HR stack
3 ways agile management will influence HR
Here are 3 ways that agile management influences HR:
#1 Making Everything Continuous/Ongoing
Agile management stresses the need for ongoing, continuous feedback and review of company progress, as opposed to annual reports.
#2 Demands a Concentrated Focus on Teamwork
With agile management it’s all about teamwork and how employees collaborate with one another. This means that HR must move away from focusing on individual merit and instead hone in on how teams work together.
#3 Changes in Company Culture
Having a harmonized company culture is essential, especially when it comes to hiring new talent, and it’s an area where HR can lead the way.
Beware, agile management isn’t suited for every company. So, as different companies are adopting different management styles, HR must be versatile and adapt to any changes in order to stay in line with the rest of the business and remain an integral part of its success.
Read the whole article here
How HR Can Become Agile (and Why It Needs To)
Agile has become the default team-based operational model for companies big and small, across industries and sectors, and this comes with a big challenge for HR: Once all those teams have begun to master these new ways of working — improving time to market, continuous learning, responsiveness, and collaboration — they often find that the pace of work they desire is substantially hindered by the lack of agility in HR.
Here are two essential activities HR can do to help their organization’s agile efforts succeed:
#1 Go and See
To understand what qualities are required to support an agile way of working, HR needs to go see these teams at work. If they’re not up and running in their own organization, they should visit other companies that are implementing it well. It is only by visiting these teams at work, you can get a sense for the collaborative work environment and style of agile teams across the whole organization.
#2 Try HR retrospectives
A retrospective is a regularly cadenced meeting with a team involved in a particular project or initiative to review how things have gone since the last retrospective. Often, the time between “retros” is short, to allow new ideas to be tested and to review their efficacy.
Retrospectives can be held with HR too. For example, when hiring, several recruiters can meet regularly to review job requisition language that seems to attract better candidates, or interview questions that reveal a candidate’s propensity for agile work, and use this shared insight to optimize their process. Colleagues can then take and modify these ideas in their own practice to see whether they’ll have similar successes.
Read the whole article here
Enabling HR Agility
In the first-ever analysis of its kind, Bersin & Associates asked nearly 300 senior HR leaders about the intricacies of HR’s strategy and structure, its alignment to the business, and performance. Through a series of questions, information was gathered that allowed Bersin to measure their HR agility and the HR and workplace practices that support it.
Their analysis shows that the biggest contributor to HR agility is the freedom to focus on strategic HR issues.
Agile HR organizations have equipped line managers to do a great job of managing their talent, allowing HR practitioners to spend more time designing and executing the HR strategic plan.
In fact, line managers’ ability to manage their talent is the single biggest contributor to an agile HR group. The better managers manage their talent, the more time HR has to work on HR planning, systems, and organizational development, which leads to better systems and practices designed to improve performance, leading, of course, to higher performing employees and managers.
Business senior leaders’ competence and performance is the second most important contributor to HR agility.
The most agile HR organisations
- look to the future, predicting changes that will affect the way HR works and balancing the requirements posed by both short-term and long-term initiatives,
- invest in their own development, and trust HR practitioners to make decisions,
- communicate and educate in real-time with the efficient use of technology,
- enable the workforce, especially managers, to perform at high levels.
To help you take the first step switching to Agile management, here are some resources:
For HR rebels 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 innovatieve 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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