Traditionally, HR workstreams could be organised into four sections: cyclical activities such as engagement surveys; reactive client focused work such as performance management; proactive business improvement such as organisational design and learning initiatives; and projects such as change programmes and process improvements. Often, as the speed of organisations influence the ability to deliver well, HR is left wanting in non-operational areas.
However, agile HR methodology may be a solution to keeping pace.
Agile in HR is quickly gaining traction across the globe, proving particularly popular in countries such as Australia and New Zealand. Essentially, agile methodology aims to achieve a unifying, specific goal in a much shorter amount of time. This is often done by combining a team of multi-disciplinary individuals from across the company and having them each take on activities that together, create momentum behind the activity that is broken down into smaller components of a larger goal. This group, known as a ‘squad’, will exchange and update their progress on a regular basis, gathering stakeholder feedback along the way so they can adjust their work real time, and deliver an outcome that more closely matches the needs of the recipients. This way of working is conducted in short cycles, or ‘sprints’, and keeps the squad focused, energised, and on the right track.
Whilst agile methodology will look different depending on the desired goal, there are a few staple factors of this methodology that will be consistent no matter what the intent:
So, might Agile be what HR has been looking for to help deliver timely solutions that create value for their client groups?
Check back here tomorrow for Part 2 where I outline the potential limitations or obstacles you might face and how you can overcome these when using agile methodology.
In the meantime, if you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com