Agile and Design Thinking in HR. Transforming the Employee Experience and Performance and Feedback.

1. “IF I HAD ASKED PEOPLE WHAT THEY WANTED,
THEY WOULD HAVE SAID FASTER HORSES.”
HENRY FORD

2. Yusuf Okucu
yusuf@fasterhorses.biz
www.linkedin.com/in/yokucu

3. Before we get started …

4. AGILE HR
WHY?
WHAT?
HOW?

6. 1. To a sunny destination
Would you rather go on a holiday …
2. To snowy mountains

7. 1. Back in time
Would you rather travel …
2. To the future

8. 1. Attitude and Motivation
Would you rather hire someone based
on …
2. Solid experience from the past

9. 1. Taken a lot of risks and didn’t generate any revenues
Would you rather promote someone
who has …
2. Taken zero risks and did generate revenues

10. 1. Open a difficult conversation with a challenging person
Would you rather …
2. Wait till the right moment comes

11. WHY?

12. WHAT?

13. Agile Mindset
The Law of the
Customer: “Customer
Delight”
The Law of the Small
Team
The Law of the
Network

15. HOW?

16. call to action
performance review process
feels outdated:
Annual feedback wasn’t
timely
anonymous feedback
prevented dialogue
{ }
Our approach to
Performance &
Feedback

17. Open space: an opportunity to co create with your
team members

18. 1. Question: “What needs to be true to say that “Euroclear” is a place
where you can grow and develop?”
2. Divergent thinking: capturing ideas
3. Establish the market place: grouping ideas (8 groups, 3 rounds)
Steps for an Open Space …

19. Marketplace …

20. Set up the space …

21. 1. Question: “What needs to be true to say that “Euroclear” is a place
where you can grow and develop?”
2. Divergent thinking: capturing ideas
3. Establish the market place: grouping ideas (8 groups, 3 rounds)
4. Groups develop action plan and identify impediments
5. Publish the ideas on the newsroom and discuss
Steps for an Open Space …

22. Action Plans & Newsroom …

23. 1. Question: “What needs to be true to say that “Euroclear” is a place
where you can grow and develop?”
2. Divergent thinking: capturing ideas
3. Establish the market place: grouping ideas (8 groups, 3 rounds)
4. Groups develop action plan and identify impediments
5. Publish the ideas on the newsroom and discuss
6. Prioritize and capture action plan
7. Close
8. Follow-up
Steps for an Open Space …

24. { }open space
what needs to be true to say
that [organization name] is a
place where you can grow and
develop?

25. Performance Reviews:
Formal annual
process;
manager led
No formal annual
process. Flexible
ongoing feedback;
employee owned
HR Mindset:
Develop within
HR & release
to employees
Co-create with
employees
what needs to be true to say
that [organization name] is a
place where you can grow and
develop?
{ }open space

26. Leadership Persona: Transforming
performance and feedback
Problem
Statement
Question
Problem statement:
• Lack of leadership role modeling
• Improve feedback transparency with employees
What ideas can you come up with to solve this
problem statement?

27. Team Member Persona: Transforming
performance and feedback
Problem
Statement
Question
Problem statement:
Lack of ongoing & continuous feedback
Impediment: lack of soft skills in giving and receiving
feedback
What ideas can you come up with to solve this
problem statement?

28. Culture of Feedback
Problem
Statement
Question
Problem statement:
• Perceived as an HR initiative, not a business
initiative
• Impediment: limited budget
What ideas can you come up with to solve this
problem statement?

29. • Hire for culture fit and add
• Improve feedback transparency with external
candidates
What ideas can you come up with to solve this problem
statement?
Hire for Culture Fit/Add
Problem
Statement
Question

30. Measuring the success of Employee
Experience on P&F
Question
How would you measure the success of this
transformation?

31. HOW TO GET
STARTED …

32. Meet them where they are
Start with mindset
Leverage Champions
Experiment and celebrate small wins
Set expectations along the way

33. WRAP UP …

34. QUESTIONS?