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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 as
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 and 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 the predominant way to incentivize and recognize people. However, Lean | Agile Enterprises avoid individual cash incentives that are 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, they (re-)optimize the system for optimal cadence, alignment, responsiveness, and growth while decoupling it from other HR instruments.
Hiring in a Lean | Agile Enterprise is no longer about simply finding people with the right technical skills. Alternatively, they pursue people whose expertise is coupled with abilities to thrive in self-organizing, responsive teams. Their Talent Acquisition is a team-based approach; a dedicated HR team not only supports a hiring and onboarding process in
Passionate and dedicated people are highly engaged, and engagement has never been more imperative to business success than in the knowledge economy that marks the digital age. Lean | Agile Enterprises understand the power of inspiring people and the abilities of collaborative empowered teams. They set the stage for their employees to thrive and continuously
Intrinsically motivated people are the real driving force behind Lean | Agile Enterprises. Their drive and desire to make a difference build the foundation for the new talent contract. The ensuing power shift will give Agile people a voice in shaping the way their organization, leaders, and HR interact with them – not only when
Lean | Agile has evolved as the predominant, most effective way of working in today’s turbulent times. And while Lean | Agile actively addresses critical aspects of Human Resources (HR), like engagement and performance, it also highlights the disconnect of traditional HR practices in the digital age. It is time for HR to embrace the
Dear Reader Times could not be more exhilarating for Human Resource Management. Shifting workforce dynamics, digitalization, workplace flexibility, employee appraisals eliminations, and holacracies meet low engagement levels and crippling talent shortages. Modern challenges require progressive solutions and modern employees require a specific kind of setting, leadership, and empowerment in order to thrive. And no matter
