Fabiola Eyholzer is the CEO Just Leading Solutions, which is dedicated to a 21st century approach to HR. Says Fabiola, “The new currency for competitiveness in an organization is talent, leadership and people.” Topics include the “psychological contract” between an employer and employees, the Douglas Effect, employee retention vs. liberation, and so much more.
Why Agile Transformations Fail | Fabiola Eyholzer – at the Global Scrum Gathering 2017 SAN DIEGO | 16.05.2017 Fabiola’s well known now in the agile community for leading the way on all things Agile HR. If large scale agile transformations are to succeed, they need to encompass HR teams as well, at least
In this episode we talk about Agile in HR how it changes from the traditional method and making companies more success. Guest Fabiola Eyholzer. Hosted by Scope of Success at the Big Apple Scrum Day 2017 in New York. The article and podcast were published by Scope of Success. Click here for
Dear Reader One thing is for sure: the accelerating force of technology is irreversible and unstoppable. But digitalization is far more than bringing business transactions and services onto new IT platforms. It has far-reaching consequences on all facets of the organization. And how well you manage to address those challenges will decide if your business
CEO Fabiola Eyholzer Says Lean-Agile HR are Key to Enterprise Agility – at SAFe Summit 2016 “HR is the key to bringing Agility to an enterprise level. If we don’t fix our HR approach, we cannot a truly Agile organization.” That’s what Fabiola Eyholzer, CEO of Just Leading Solutions, shares with Agile Amped at the
For Fabiola Eyholzer, it’s not a question of whether Human Resources (HR) departments can benefit from going Agile. It’s why there are any companies left that aren’t embracing this new approach to what she calls “21st-century people operations.” Eyholzer, who is Swiss, comes from a finance background but has spent the last 16 years
Lean-Agile development with the Scaled Agile Framework ® (SAFe) reinvents the way we develop systems and helps build an engaged, talented, and vigorous workforce. But it also highlights the disconnect of traditional practices with the realities of 21st Century people and organizations. This short guidance article summary and downloadable whitepaper describes six basic themes on how
Lean | Agile Enterprises are learning organizations who thrive on relentless improvement – as a company but also as individuals. They match traditional teaching methods with contemporary ways of obtaining and sharing knowledge. They provide growth opportunities across the organization with Lean | Agile Leaders, Career Coaches, and Talent Scouts all playing a central role
Compensation and bonuses are still used as predominant way to incentivize and recognize people. However, Lean | Agile Enterprises avoid individual cash incentives that are so toxic for their teams and instead move to more meaningful ways of reward and appreciation, that acknowledge the fact that people are driven by mastery, autonomy, and purpose. They
Employee appraisals are undoubtedly the most scrutinized (and possibly least effective) HR tool. Lean | Agile Enterprises eliminate annual reviews and push the reset button on traditional Performance Management by shifting to an Iterative Performance Flow. Thereby (re-)optimizing the system for optimal cadence, alignment, responsiveness, and growth while decoupling it from other HR instruments.