Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Agile hr sharing taichung 20171212
Similar to Agile hr sharing taichung 20171212 (20)
Recently uploaded
Recently uploaded (20)
Agile hr sharing taichung 20171212
- 2. 2004 - 2005: TOSHIBA | PROJECT ASSISTANT 2005 - 2007: SERVOMEX GROUP| MARKETING SPECIALIST 2007 - CURRENT:TITANSOFT PTE LTD| HR & OPERATIONS MANAGER “IF SOMEBODY OFFERS YOU AN AMAZING OPPORTUNITY AND YOU’RE NOT SURE YOU CAN DO IT, SAY YES -THEN LEARN HOW TO DO IT LATER”- RICHARD BRANSON CERTIFICATIONS Certified HR Administrator ISO 27001 Internal Auditor ITIL V3 Foundation PMP Certified ScrumMaster PASSIONS & INTERESTS 建立以人為本 (humanized organization)，每個人都 可以樂在其中的工作環 境 瑜珈 & 旅遊 2 關於我: jasmine huang
- 3. 分享內容 公司導入敏捷對HR的衝擊 創新的HR制度 HR 團隊如何敏捷化 Q&A 3
- 4. 關於鈦坦科技 • 2005 年成立 • 致力於線上娛樂平台的開發與維護的軟體開發公司 • 員工人數: 新加坡: 81 台北 & 台中: 104 • 平均年齡: 29 11% 53% 33% 3% SG 年齡比例 25 and Below 26-30 31-40 41 and up
- 5. Award & Certifications 2014 2016 20172005 2006 2007 201520102008 2009 2011 2012 2013
- 8. 直到… 上了CSM 課程
- 10. 敏捷企業文化 • 開放與透明的工作環境 (Open & Transparent) • 從疊代的反饋改善 & 學習 (Get feedback early) • 世界上唯一不變的事就是改變 (Embrace Changes & Continuous Learning) • 從錯誤中學習 (Fail fast, fail forward) • 定期檢視與適應 (Inspect & Adapt) • 最小可行性產品 (Done is better than Perfect)
- 12. 開放&共同參予討論HR政策
- 13. 13 開放空間技術(OST)
- 14. 創新的HR制度
- 15. 企業 文化 選 Recruitment 用 Engagement 育 Training& Dev 評 Performance Evaluation 留 Retention HR Functions
- 17. AMBASSADOR TEAM
- 18. 面試流程 Filtering 1st round 2nd round HR& Recruitment Committee Recruitment Committee Hiring Manager/HR
- 19. 企業文化 選 Recruitment 用 Engagemen t 育 Training&Dev 評 Performance Evaluation 留 Retention 用 & 留 Engagement & Retention
- 20. Y/千禧世代 • 自由自主 • 彈性工時 • 學習機會與挑戰 • 工作有意義 • 頻繁與定期的反饋 • 頻繁的升遷 敏捷文化 • 自組織團隊 • Sustainability • 持續學習 • 改善 • Feedback early 制度上的調整 • 自組織團隊(scrum teams) • 容錯的環境 • 取消最低工時 • 薪資透明化 • Self- Promotion
- 21. 彈性工時
- 23. T 型人才
- 24. T.TALENT TRAINING PROGRAM Pre-Graduate New Joiner Mid-Career Apprentice Workshop Internship Industrial Talks Rookie PUTEH- Level 1 Orientation Training Forward General Skills Technical Skills Excellerate Management Skills Coaching Skills Group Facilitation Skills
- 25. 企業文 化 選 Recruitment 用 Engagement 育 Training&Dev 評 Performance Evaluation 留 Retention 考績 Performance Evaluation
- 26. Category Programming Testing Domain Knowledge Support Experience Weight 6 6 4 4 2 0 Fresh Graduate Fresh Graduate No Knowledge No Experience < 12 months 1 - Understand 20% of key components - Able to adapt to agile practices -Perform simple model / feature Exploratory testing with finding effective defects. - Following Product QA Standards. Knowing all system basic element Solving issues with basic guidance. < 24 months 2 - Understand 40% of key components - Able to guide juniors - Perform cross models / features Exploratory testing with finding effective defects. - Good understanding of Product QA Standards factors. Knowing department level’s core element Able to do support independently with minimum supports of other party. < 36 months 3 - Understand and explain 60% of key components - Able to give constructive feedback about code, regardless of whether feedback is adopted - Able to conduct sharing with department when necessary - Manual re-produce all pentest happend issues and perform manual security testing for happened issues independently. - Ability to propose new Product QA Standard and maintain existing Product QA Standard. Familiar with business level of discussion Able to generate preventive actions which could prevent issues from happening. > 48 months 26 JOB GRADE POINT E3/8 <=25 E3/9 26~35 E3/10 36~49 E4/11 50~64 E4/12 65~74 E4/13 75~84 SKILL& KNOWLEDGE CRITERIA (SKC)
- 27. 27 PD Application Application Rate Pass Success Rate 2016 32 20 62.5% 16 80% 2017 26 14 53.8% 12 85.7% 自我評估 技術主管評估 Panel 面談 SELF-PROMOTION (SCRUM TEAMS)- ITERATION Change: Candidates who did not pass technical assessments can still proceed to the Panel interview Why Self-Promotion? • 在自組織團隊, 自己跟團隊夥伴最清楚自己的技能程度&貢獻 • 為自己的職涯負責
- 29. 敏捷帶來的正面結果 75% 81% 76% 5.63% 16.20% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2015 2016 2017 11.76 Staff Engagement Rate Staff Turnover Rate
- 30. HR TEAM 的敏捷化
- 31. 為什麼 HR TEAM 要導入敏捷?
- 32. 敏捷可以帶來正面的可能性 • 從錯誤中學習 • 改善/Slack • Just enough planning • 驗證假設 • 以人為本 • 最小可行性產品 (MVP)
- 33. 從錯誤中學習 Fail Fast, Fail Forward
- 36. 瀑布式專案管理 v.s. 敏捷 Waterfall v.s. Just Enough Planning
- 37. 2013 HR PROJECT LIST
- 38. 看板 KANBAN & TRELLO
- 39. DAILY STANDUP
- 41. 重視面對面的溝通
- 43. 定期回顧會議
- 44. VALUE STREAM MAPPING- RECRUITMENT PROCESS
- 45. A/B TESTING
- 46. HR TEAM TRAINING&DEV • HR generalist • Focus one function/year • Primary & Secondary Roles in each project • Team members taking turn to be coordinator
- 47. BOOKS
- 48. Being a HR in an Agile Environment, we will have to constantly reshape ourselves so that the HR function becomes a critical driver of agility- Clare I like that it also encourages us not only to focus on the results but also the process in order to keep improving what we are doing. -Joanna With Agile, we are able to roll out minimum viable policies (our version of MVP), quickly gather feedback about it and pivot from there on. - Brendon
- 49. 遇到的挑戰&學習 • 缺少一對一的溝通機會 • 不是每個人都知道如何自組織(Self- Managing) • 組織, 部門 & 團隊之間溝通的問題
- 50. WHAT’S NEXT?
- 52. THANK YOU!
Editor's Notes
- 聽說我們公司在敏捷社群好像蠻有名氣的了 但我還是在這裡做個簡單的介紹
- 在近幾年來 尤其在導入敏捷之後 我們獲得一些肯定跟獎項 我想要 Highlight 的是在今年我們獲選為新加坡最佳科技公司 評審提到主要是因為我們的敏捷文化還有創信的HR制度 讓我們公司更突出 所以我想在這裡剛大家分享
- 沒錯這句話是在剛導入敏捷時候印象蠻深的一句話 公司在2014年中開始到入敏捷開發 剛開始是有一個pilot team trail of 6 months 也請了外面的agile coach, Stanly 來協助敏捷的導入 有一次在每個月的主管會議上 我們的開發部門主管 跟我說 我們這些主管都要丟飯碗了! 因為在scrum team 裡面是沒有team lead, manager 的! 我那時候頗為鎮定的 因為想說應該也是不太會影響到我們這邊HR&行政部門 隔了一個月 同在在主管會議上 這主管提出這個pilot team 不要做performance appraisal 然後工作時間也要彈性 不需要依照公司的規定
- 這幾乎是我的反應 因為這幾個提議衝擊到我對HR制度的認知 隔了一個月收到我們Agile coach, Stanly 寄來一封email 問到我們公司的Performance review 是依據什麼理論等等 拿了一些相關的文章給我跟Dev Manager 讀 一個禮拜後一起討論讀後感想 那時候開始對之前覺得理所當然的HR制度開始做一些不一樣的思考像是它的優缺點
- X理論的人: 相信一般人是懶惰的 需要外在的利益誘因來激發工作源動力(設定嚴格的規章制度來減低員工對工作的消極性) Y理論: 相信人性本善 不需要外在的誘因一樣會努力工作自發性的學習 (人性激發的管理) 看到問題的時候不會只看到人的問題會是責備 而會是看整個環境跟系統是什麼導致這樣的問題 那敏捷跟 scrum 是比較偏向Y理論的思維
- 預期到也是我們希望的文化& 思維
- ENGAGED TITANERS Developing talent through sharing and training Clear career progression path Comprehensive Training & Development Program Provide an environment that is open, safe & transparent Employee feel safe and comfortable to speak up openly Channels to communicate with employees to manage their expectation Competitive remuneration Salary benchmarking to the market Strengthen company’s culture as being flexible, fun and engaging Company’s events, “Make Their Day” program, no minimum working hours Bottom-up initiative Self-organising team
- 利用開放空間的引導技術 來讓大家聚在一起generate ideas, process ideas, create actions for the next 3-6 months
- 落到實際面的HR 功能 那時候意識到會有文化上的改變 所以也會影響每個HR 功能
- 我會個別談到每個功能上的一些創新制度
- Recruitment process involve Team (Recruitment Committee) & managers- Recruitment Committee Ambassador Team is composed of a group of volunteers from different functions that are passionate about sharing our co culture to potential candidates Inspect & adopt: due to product focus required and reformation of Dept, recruitment committee was dismissed and assigned a few Sr to assist on interview process
- Involve qualified Sr PD to perform online test evaluation and resume vetting + 1st round of interview 讓員工有參與感 以及可以決定想要錄取哪樣的人跟他們一起工作
- Sustainability: 保持可持續的工作節奏, 防止過勞或倦怠 工作品質相對穩定可靠
- In 2015, I still decide the rule for the team In 2016, I felt team was ready so let team to define own core working hours
- 公司朝向T型人才的養成 什麼是T型人才呢? 人才在市場有競爭力
- Review on a yearly basis 透明化的升遷自我評估
- * We promote the idea that everyone is responsible for their own career development and to encourage this, our staff are given the opportunity to apply for a ‘self-promotion’ when they think they are ready. * First, our staff do a self-evaluation and thereafter they go through a technical assessment and panel interview to see if they are qualified to progress to the next level. * We have received positive feedback from our employees regarding this process. Even for those that fail, our assessors would provide feedback on improvement areas for the next round. * As more and more organisations progress to become more ‘flat’ and self-organising, it works because the people of today’s workforce would like to be empowered to be in control of their career progression. Staff can initiate own training needs
- 導入敏捷所帶來的健康自主的工作環境
- 很多人問我Hrteam 與要跑 scrum 嗎? 要挖坑給我跳 問了幾個agile coach 也聊到因為性質的不同 沒有itieration 所以不適合跑scrum 但是可以應用一些有效的scrum practices
- Kaizen: Before agile: being too busy doing, less time for thinking After: introduce SLACK
- Before Agile: 害怕犯錯, 東西都綁在我身上 , 沒有讓團隊有更多學習的機會 導致績效不好 After Agile: 信任& 放手 容錯的環境 Bus factor , Delegation
- T.Exhchange photo Received recognition from people Higher performance result Increased ownership
- Waterfall v.s. Just enough planning Collect Feedback
- * Sample of physical kanban board- don’t have a picture of our old one
- 重視價值&影響 Focus on Value and impacts
- 像剛剛提到的 我們寄出去的email 或是online survey 沒有人回復 HR Team 就抱怨 大家不重視HR 都不看我們的email 這時我就challenge 我們的團隊說 這是假設還是事實 若是假設 我們怎樣去驗證? 當然最便宜直接的方法就是直接面對面的詢問溝通 也發現大家不是不重視HR 而是他們沒有常看email 的習慣 即使他們的部門主管發的信也可能沒看 現在我們也會每個月邀請三位員工做一對一的跟HR訪談 了解他們現在工作的狀態
- 我自己非常重視改善 因為有改善才會進步 要改善需要allocate 時間 我也很喜歡scrum 講到的slack 概念 平常工作八小時 主管或是老闆喜歡丟八小時的工作量或是更多給員工 以我們以前的經驗 我們忙著把那些HR projects 做完 但是沒有時間去思考怎樣能做得更好 產生更大的價值或是效能 這個slack 的概念就是說 一天八小時只做大概六小時的工作 剩下的時間可以去思考 看書 讀文章 或反思 如何改善
- Focus 在有價值的東西 避免產出的浪費 花不必要的時 間 在沒有價值的工作上
- Validate assumption Collect feedback Focus on impact
- Past v.s. current team coordinator
- Go beyond our job scope and provide valuable services by understanding business Every year got different reading list
- What do our HR say about Agile?
- Training needs in different career stage are different; Self-management might not suitable for everyone
- It’s a continuous journey 的旅程 改善的道路是沒有終點的 過去我們遭遇到的挫折 也從中得到了一些學習, 調整跟改變 同時體驗世上唯一不變的事就是變 新的挑戰永遠會出現 重要的是我們的團隊會在這條持續學習的道路上一起前進
- It’s a continuous journey 的旅程 改善的道路是沒有終點的 過去我們遭遇到的挫折 也從中得到了一些學習, 調整跟改變 同時體驗世上唯一不變的事就是變 新的挑戰永遠會出現 重要的是我們的團隊會在這條持續學習的道路上一起前進