Adventures with Agile: Traditional HR has failed us! How to convince them to go Agile.

1. Adventures with Agile | London UK | May-19-2015 Fabiola Eyholzer | @FabiolaEyholzer | #Agile4HR Traditional HR has failed us! How to convince them to go Agile. © 2015 Just Leading Solutions LLC. All Rights Reserved

3. Traditional HR has failed us! How to convince them to go Agile. Excited to talk at @agileadventures. Are you ready to tap into the world of #agile #HR? May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Understand about the importance of HR for enterprise agility 1 Hear what Lean | Agile People Operations is all about 3 See a game plan for your Agile HR journey 5 LEAN | AGILE PEOPLE OPERATIONS 4 Discuss elements of Agile HR instruments 2 Tap into the world of Human Resources 3

5. “People Operations is your secret weapon for bringing lean | agile to an enterprise level.” Fabiola Eyholzer, Just Leading Solutions

6. The Importance of HR for Enterprise Agility A lean | agile culture evolves around people and corporate values and settings - all of which are key mandates of HR May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 6

8. The Importance of HR for Enterprise Agility There is no question about it: HR is not there yet and it is a long road. But HR is going to take it May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 8

12. The World of Human Resources Knowledge is the one scarce resource today, that puts people & HR on the corporate agenda like never before May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Good 12

13. The World of Human Resources Thanks to technology and outsourcing routine tasks are demoted, leaving more resources for key people issues May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Good 13

15. The World of Human Resources HR practices and processes are not in line with the needs of 21st century people and organizations May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Bad 15

18. The World of Human Resources Many people decisions and policies are dictated by hidden forces, namely: Finance, Legal, and Management May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Ugly 18

19. The World of Human Resources Many HR instruments must make up for weak managers and uninspiring leaders, costing companies billions May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Ugly 19

20. The World of Human Resources The underlying believes behind many practices are clearly outdated: Our Compensation thinking is a century old May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Ugly 20

21. The World of Human Resources Let’s stick with the good things, change the bad, and get rid of the ugly ones May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The Good The Bad The Ugly Stick with Make change to Get rid of 21

25. Lean | Agile People Operations The Manifesto for Agile HR describes the core values of Lean | Agile People Ops May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Manifesto for Agile HR Individuals and interactions over processes and tools Inspire and engage over manage and retain Collaboration over organizational structures Responding to individual needs over following a career plan 25

26. Lean | Agile People Operations The Principles for Agile HR express the key characteristics of Lean | Agile People Ops May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Principles for Agile HR 1. Focus on creating valuable employee experiences and exceeding expectations. 2. Give people purpose, meaning, and context. 3. Shape a strong culture, where core values are lived up to – by everyone – every day. 4. Create a stimulating work environment and provide necessary tools and access. 5. Appoint amazing people and nourish their passion and potential. 6. Build an organizational network around collaborative teams and motivated people. 7. Value face to face conversations and be courageous and genuine in all your interactions. 8. Stimulate and boost meaningful growth. 9. Ensure continuous learning and exchange of ideas, information and knowledge. 10. Care about the happiness, health and welfare of your people. 26

27. Lean | Agile People Operations What is the difference between Agile & Traditional HR? May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Nothing and everything! What is the difference between Agile & Traditional HR? Nothing and everything! 27

29. Agile vs. Traditional HR Instruments The traditional HR employee cycle starts with hiring and ends with retiring May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Hire Inspire Admire RetireDevelop Compensation & Benefits Talent Acquisition Performance Management Learning & Development Separation 29

30. Agile vs. Traditional HR Instruments Agile Hiring is about creating an experience for candidates and assessing their ability to thrive in an agile setting • Make hiring about the candidate and create an experience • Ensure modern means of application and communication are available • Create clear and transparent process with an appointed people liaison • Be honest and selfless in your interactions with candidates • Align interview style and questions to assess agility and team fit • Let them showcase their ability to perform and thrive in an agile team setting • Remember speed is of the essence but: Hire slow, fire fast May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Talent Acquisition 30

31. Agile vs. Traditional HR Instruments A “Hire slow, fire fast “approach can help to shape a great team and boost their potential • Be considered when acquiring new talents • Don’t let pressure guide you into making hiring decisions • Avoid hiring freeze situations • Boost onboarding and inspire performance and growth • Don’t delay necessary separation decisions • Steer clear of performance improvement traps • Take separation steps heads on and with integrity May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Talent Acquisition Separation 31

32. Agile vs. Traditional HR Instruments Turn leaving talents into winning ambassadors • Separate with integrity and honesty • Help people to transition • Avoid burning bridges • Turn your former talents into winning Alumni • Stay connected May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Separation 32

33. Agile vs. Traditional HR Instruments Agile requires flexible resource planning as well as a strong brand and a full talent pipeline • Be agile in your workforce planning • Enable on the spot changes • Equip teams to be able to handle personnel changes at short notice • Create a full and winning talent pipeline • Boost internal careers for employees • Turn Alumni into great ambassadors • Proactively connect with potential talents • Engage with your current applicants May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Talent Acquisition 33

34. Agile vs. Traditional HR Instruments Agile talent development focuses on personal and professional growth and creating unique experiences • Invest in a work environment that inspires and boosts growth • Avoid turning learning and development into a top-down approach with the organization delivering and employees consuming • Allow access to information and knowledge • Enable teams and people • Create an environment of continuous learning and sharing • Include interactive learning and modern teaching methods and channels • Regular and continuous 360 degree feedback • Provide unique experiences for personal and professional growth • Redefine careers to fit into the world of connected organizations May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Learning & Development 34

35. Agile vs. Traditional HR Instruments Compensation should take the topic of money off and not on the table • Pay enough to get the topic of money off the table • Compensation is about making the life of people easier and better not about retaining them • Consider modern take on bonuses and focus on profit sharing • Invest in the health and wellbeing of your people • Enable flexible salary adjustments uncoupled from annual merit rounds • Establish team awards and other forms of recognition May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Compensation & Benefits 35

36. Agile vs. Traditional HR Instruments Retention has no place in agile, but engagement is key for a winning talent force • In many HR cycles Compensation is seen as Retention element. • Remember people usually leave managers not companies or compensation packages • Realize long-term employment is a thing of the past • Avoid Retention programs • Focus on inspiring and engaging people May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Compensation & Benefits 36

37. Agile vs. Traditional HR Instruments Performance management is the art of setting meaningful goals, that sparks the imagination and drive of people • Set and visualize meaningful and shared goals • Empower and trust people to follow through • Invest in great leaders and ensure a strong leadership pipeline • Move goal setting and review from an annual to an iterative process • Decouple financial aspects from goal setting and achievement • Facilitate continuous review and feedback to drive comparative success • Create momentum • Acknowledge and celebrate success May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Performance Management 37

38. Agile vs. Traditional HR Instruments The employee cycle in Lean | Agile People Ops focuses on interacting with current, former, and potential talents May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved interact share engage empower inspire select acknowledge grow care, communicate, connect Potential & Former Talents Current Talents 38

40. Agile HR Journey © 2015 Just Leading Solutions LLC. All Rights Reserved Potential issues are not yet apparent and HR proceeds as usual Discrepancies between agile and corporate HR occur but are dealt with according to regulations Transitional instruments allow to bridge agile teams requests with corporate HR demands HR tools are being reinvented to fit the essentials and culture of successful lean | agile teams and units HR organization is redesigned according to lean | agile values, principles and practices 1 2 3 4 5 Agile is an individual effort with sporadic and inconsistent stand-alone solutions and limited interaction and collaboration. Agile is applied by multiple teams. They start to display agile habits and define first standards. Knowledge sharing occurs gradually. Agile practices and lean portfolio management are applied by numerous units. They show agile behavior and deliver consistent results under emerging agile governance. Agile maturity level is elevated and scaling efforts across multiple units and locations are successful. Value creation is consistent and visible throughout the whole organization. Lean | agile values & principles are at the core of the corporate DNA, shaping the culture, behavior and mindset of the whole organization. And corporate settings, development and activities are realigned across all business and service units. The need for a new take on HR is closely linked to the Agile Transformation Journey May-19-2015 40

41. Agile HR Journey Agile HR May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved Agile HR Organization Agile HR Solutions Agile HR is about providing winning HR solutionsAgile HR is about providing winning HR solutions as well as building a responsive HR organization 41

43. Agile HR Journey Agile People Ops is a key in bringing Agile to an Enterprise level. Yet the decision cannot be taken lightly May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The journey towards Agile HR is – oblique – 44

44. Agile HR Journey Agile People Ops is a key in bringing Agile to an Enterprise level. Yet the decision cannot be taken lightly May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The journey towards Agile HR is – evolving – 45

45. Agile HR Journey Agile People Ops is a key in bringing Agile to an Enterprise level. Yet the decision cannot be taken lightly May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved The journey towards Agile HR is – challenging – 46

47. Agile HR Journey The 2012-2015 Transformation of Madison Square Garden, New York, is impressive Key parameters • $ 1 billion investment • 24/7 • 3 years construction time • Ø 1.600 subcontractors per day • 2.200 people daily on peak Two key features • Dynamic scoreboard (18 individual high-definition LED displays which are curved to mirror the circular design of The Garden; 4 main video displays measure 15.7 feet tall by 28 feet wide etc.) • Two suspension bridges (233 feet long and 22 feet wide, weighing more than 325 tons each). Source: http://www.us.jll.com/united-states/en-us/case-studies/399/jll-ny-pds-madison-square-garden/ May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved 48

50. Game Plan Your game plan for creating a new HR toolbox for agile enterprises May-19-2015© 2015 Just Leading Solutions LLC. All Rights Reserved • Get your HR team on board to work on a common understanding and a shared vision • Form and empower interdisciplinary agile working groups • Do what agile does best: Create amazing solutions in an iterative process • Don’t be afraid to build bridges if need be! • Achieve tangible results to build trust and reshape culture and mindset of your people, teams, and organization • Continuously improve and innovate as you grow • Communicate, communicate, communicate! 51

52. “HR is at a crossroad and those brave enough to embrace lean | agile will be your secret weapon of enterprise agility - let's help them be your warrior!” Fabiola Eyholzer, Just Leading Solutions

53. Thank you! Just Leading Solutions 275 Madison Avenue 14th Floor New York, NY 10016 nyc@justleadingsolutions.com www.justleadingsolutions.com © 2015 Just Leading Solutions LLC. All Rights Reserved Fabiola Eyholzer CEO fabiola.eyholzer@justleadingsolutions.com +1 908 340 8091 @FabiolaEyholzer May-19-2015 54

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