The Agile Manifesto released in 2001, outlined a more flexible approach to software development based iterative development, where solutions evolve through collaboration between self-organizing cross-functional teams.Since then, Agile methods (an umbrella term covering SCRUM, KanBan, Extreme Programming etc) have been extensively used in IT are increasingly being used in other domains such as marketing and HR/L&D.
While Agile methods are malleable to work in other domains, its basics principles and philosophy may not mesh well in “top-down” hierarchical organisations. In this webinar, an experienced panel explores the opportunities for using Agile methods in HR/L&D and the challenges faced.
3. Takeaways
Use of Agile methods
is nascent but
growing in HR.
Learning has made a
bit more progress
There are lots of
Agile methods to
choose from but they
operate on similar
principles
Agile is not
appropriate for all
kinds of project.
Resist the “lets agile
everything” approach
Agile struggles in top
down bureaucratic
organisations. Power
resides with the team
Agile is now a proper
profession with
defined career.
Superficial exposure
is not enough
Agile is the right
operating system for
the future of work
If you are really interested join the AgileforHR community -
http://bit.ly/agileforhrform
18. CASE STUDY – ING Netherlands
THEN
• Email marketeer
• Back-end developer
• Internet marketeer
• Call Centre Operator
• Product manager
• Tester
• Mortgage Reviewer
NOW
• Customer Journey expert
• Engineer
• CLT member
26. How good Employee Practices live in Scrum
High performing &
empowered team
Dedicated
Coach
• Daily
feedback and
comms
• Clear KPIs
• Involvement in
planning
• Learning &
continuous
improvement
28. Agile – Where it works best - Stacey Graph
Waterfall is for
building bridges and ho
uses -- physical, rigid
things that you don't
expect to change much
over time.
Agile and Iterative appr
oaches fit naturally with
software development
and its fluidity.
You should expect and
embrace change
https://pm.stackexchange.com/questions/389/when-to-use-waterfall-when-to-use-scrum
29. Learning projects – Blended or waterfall
Blended Approach
Analysis + Design
= Sprints
Development +
Implementation
= Waterfall
When
• Requirements are
simple/stable
• Development is
outsourced
https://pm.stackexchange.com/questions/389/when-to-use-waterfall-when-to-use-scrum
New or changing
technology or new
learning approach
(gamification, AR)
Requirements
not clear or
changing
31. Agile for HR projects
Acquisition
• Developing job
descriptions for
new roles
• Recruitment
campaigns
developed in
sprints
Business
Partnership
• HR solutions
are developed
in quick
iterations and
constant
business
feedback
Performance
Management
• Work is run as
sprints with
clearly defined
outputs
• Retrospectives
replace
performance
discussions
Industrial
Relations
• Co design and
iterative
development of
workplace
agreements.
Row Labels Count of Do you have experience with Agile methods (Scrum, Kanban, XP etc) ? No 51.74% Somewhat - Been involved in Agile projects 37.79% Yes - I am a certified Scum Master/Prod owner 1.16% Yes - I have been intimately involved 9.30% Grand Total 100.00%
Row Labels Count of What is the main reason Agile methods may fail when applied to HR/L&D ? Agile will not work in our top down organisation 1.48% HR/L&D projects are not suited for Agile 2.96% Lack of Agile Training 51.85% Managers want Agile but dont know what is involved 43.70% Grand Total 100.00%
I have applied the following Agile principles to the design and delivery of L&D workshops:
Iterative – test and learn
Incremental – delivering in increments rather than an entire program/workshop.
An analysis of training needs in the contact centre identifies a skills gap in the following four communication skills:
Rapport/Relationship-building
Listening techniques
Questioning techniques
Paraphrasing/Understanding