AGILE AND HR
2 likes1,352 views
The document discusses the role of Human Resources (HR) in agile organizations, highlighting challenges such as skills shortages and employee dissatisfaction due to mismatched expectations. It emphasizes the need for career ownership and adaptability in career development, advocating for experience-based career design over traditional promotion-based paths. The authors argue for a partnership approach in HR, focusing on growth and decentralization to support agile methodologies.
AGILE AND HR
- 1. Agile Roundabout London, Sept 2018 Marco Calzolari + Luca Bergero Human Resources. A sweet and sour contribution to the agile journey in big organizations Marco Calzolari Luca Bergero @agilereloaded agilereloaded.it
- 2. Ciao :) We are reloaders!
- 4. Everyone at his own floor! (Unfortunately)
- 5. Photo by SpaceX on Unsplash What is the mission of HR?
- 6. We just need excellent corporals!
- 7. Isn't agile a new thing?
- 8. Photo by Darran Shen on Unsplash Let’s back to fundamentals
- 9. Photo by Calle Macarone on Unsplash
- 10. Is HR involved?
- 11. Some HR challenges > Vertical career model are not compatible with new org models > Skills shortage in next 3–5 years > Mismatching expectations leads to employee dissatisfaction HR workload: too many individual issues to address People stay longer in non-fitting role
- 13. Career is a Development journey Professional growth Personal growth Impact evolution Recognition
- 14. Development Professional growth Personal growth Impact evolution Recognition hinder support multiply
- 15. Employability
- 16. having a set of skills, knowledge, understanding and personal attributes that make a person more likely to choose and secure occupations in which they can be satisfied and successful. — Dacre Pool & Sewell 2007 Employability
- 17. having a set of skills, knowledge, understanding and personal attributes that make a person more likely to choose and secure occupations in which they can be satisfied and successful. — Dacre Pool & Sewell 2007 Employability
- 18. having a set of skills, knowledge, understanding and personal attributes that make a person more likely to choose and secure occupations in which they can be satisfied and successful. — Dacre Pool & Sewell 2007 Employability
- 19. Employability improves by collecting experiences
- 21. Promotion Based Vacancy driven Expectation driven Individual career design Promotion as a goal Moving within silos Promotion-based Career Pathing The New Path Forward CEB Corporate Leadership Council™ 2015
- 22. Promotion Based Vacancy driven Expectation driven Individual career design Promotion as a goal Moving within silos Promotion-based Career Pathing The New Path Forward CEB Corporate Leadership Council™ 2015
- 23. Experience-based Career Design Experience-Based Business driven Aspiration focused Team/group skillset design Growth as a result Moving across system The New Path Forward CEB Corporate Leadership Council™ 2015
- 24. Experience-based Career Design Experience-Based Business driven Aspiration focused Team/group skillset design Growth as a result Moving across system Promotion Based Vacancy driven Expectation driven Individual career design Promotion as a goal Moving within silos Promotion-based Career Pathing The New Path Forward CEB Corporate Leadership Council™ 2015
- 25. Paradigms. Integration vs substitution
- 26. Who has the Career ownership?
- 27. Who has the Career ownership add value over time
- 28. Career ownership Subject Provides Subject How PRODUCT ideas solutions value PARTNERSHIP MARKET needs challenge options
- 29. Career ownership Subject Provides Subject How PRODUCT ideas solutions value ROLE PARTNERSHIP MARKET needs challenge options TEAM / COMPANY
- 30. Career ownership Subject Provides Subject How PRODUCT ideas solutions value ROLE PARTNERSHIP MARKET needs challenge options TEAM / COMPANY
- 32. Responding Being competent Acting Managing results Who’s responsible for Performance
- 33. Who’s responsible for Performance RESPONSIBLE FOR WHO PARTNERING FOR DEVELOPMENT PERFORMANCE PERFORMANCE
- 34. Who’s responsible for Performance RESPONSIBLE FOR WHO PARTNERING FOR DEVELOPMENT COMPANY PERFORMANCE PERFORMANCE INDIVIDUAL
- 35. Who’s responsible for Performance RESPONSIBLE FOR WHO RESPONSIBLE FOR PARTNERING FOR DEVELOPMENT COMPANY CREATING OPTIONS PERFORMANCE PERFORMANCE INDIVIDUAL DEVELOPMENT
- 36. Who’s responsible for Performance RESPONSIBLE FOR WHO RESPONSIBLE FOR PARTNERING FOR DEVELOPMENT COMPANY CREATING OPTIONS PERFORMANCE PERFORMANCE INDIVIDUAL DEVELOPMENT
- 41. Human Resources Lots of Humans RECRUITMENT EMPLOYER BRANDING CORPORATE COMMUNICATIONS REASSIGNMENTS POSITION CLASSIFICATION AND GRADING SALARY DETERMINATION COMPENSATION AND REWARD PROCESSING PERFORMANCE APPRAISAL PROCESSING PEOPLE DATA ENTRY AND RECORDS MAINTENANCE CONSULTATION AND ADVISORY SERVICES PERFORMANCE AND CONDUCT ISSUES POLICY DEVELOPMENT BENEFITS INSURANCE RETIREMENT LEAVE TRANSFER PROGRAMS UNIONS / WORK COUNCILS RELATIONS TRAINING KNOWLEDGE MANAGEMENT HEALTH & SAFETY
- 42. Human Resources Lots of Humans RECRUITMENT EMPLOYER BRANDING CORPORATE COMMUNICATIONS REASSIGNMENTS POSITION CLASSIFICATION AND GRADING SALARY DETERMINATION COMPENSATION AND REWARD PROCESSING PERFORMANCE APPRAISAL PROCESSING PEOPLE DATA ENTRY AND RECORDS MAINTENANCE CONSULTATION AND ADVISORY SERVICES PERFORMANCE AND CONDUCT ISSUES POLICY DEVELOPMENT BENEFITS INSURANCE RETIREMENT LEAVE TRANSFER PROGRAMS UNIONS / WORK COUNCILS RELATIONS TRAINING KNOWLEDGE MANAGEMENT HEALTH & SAFETY
- 44. Stable Adaptive
- 47. Grow Learn agile by doing it Involve and decentralize Improve how to support
- 48. Thoughts?
- 49. Agile Roundabout London, Sept 2018 Marco Calzolari + Luca Bergero Thank you very much :-) Marco Calzolari Luca Bergero @agilereloaded agilereloaded.it
- 50. Agile Roundabout London, Sept 2018 Marco Calzolari + Luca Bergero Thank you very much :-) Marco Calzolari Luca Bergero @agilereloaded agilereloaded.it