Abstract: During an agile transition the change of mindset, leadership behavior and the shift of responsibilities to many are key elements. Usually a company would work very hard on delivering this message, training people and make sure, they understand this new philosophy. But when it comes to daily business, the employee needs to see structural and process changes, too, to receive guidance and boundaries. Furthermore, they need to see that the agile transition is something that not only takes place in mindset but also happens in reality. He needs to feel safe when acting based on the new philosophy. Feeling safe is something that they will only experience when the new definitions, rules, guidelines and boundaries are also made explicit. Quite often those structural and more tangible changes will only follow after a while. During this period confusions and fallback into old habits may arise.
And here the contribution from HR can and needs to start! Become involved and proactive: Understand what agile transition means and immediately start changing old systems and processes. Develop and offer new tools whenever needed to support the new way of working and thinking. Emphasize the wanted behavior and work methodology in guiding the teams through three stages with your new tools.
The speech will describe the benefit of the listed three phases and concrete tools and guidance on how to implement them:
1. Sharing (feedback) is caring
a. Throw away your old manager – employee dialogues
b. Implement team feedback
c. Let the teams do their feedback dialogues themselves
Team feedback for social competencies
Team feedback for technical and skill competencies
Learn how to and helpful tools
- Reduce hierarchical thinking
a. Throw away processes that the manager usually owned
b. Let the team take ownership
c. Implement team review and team approval processes
Vacation planning
Team training budget
Recruiting and onboarding new employees through the team
Learn how to and helpful tools
- Break with old (or common) rules
a. Throw away old processes for salary raises/adjustments
b. Standardize and objectify salary adjustments procedures
c. Build them on team feedback and benchmark reviews
Team Bonus
Merit Money
Learn how to and helpful tools
Learning Outcomes: - This session is about new systems and processes HR should set up and why they will make a difference. I will explain how you can introduce them step by step and what needs to be considered, based on my experiences.
- • At the end the audience should feel value through my report as
- o they have learnt new tools that can be useful for self-managed teams
- o they will include HR into the agile transition and see value in doing so
- o they have learnt that the sooner you change systems, structures and processes, the better and faster the transition will become
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