As the linchpin for central processes and topics around people and organization, HR is an essential puzzle piece of any agile transformation.
It is not uncommon for established processes to have their origins in times in which traditional forms of organization and tried and tested leadership models had their raison d'être.
In the meantime, the demands on organizations have changed and so processes and topics in HR must be rethought in order to meet new expectations of employees and the company.
Overarching topics such as values, target system, vision and leadership, as well as HR processes and tasks such as recruiting or training are crucial for the culture and structure of an organization. Early involvement of the HR team in the agile transformation has proven to be a key success factor.
There are four HR areas to help shape the transformation process:
Recruiting & Onboarding
Job profiles, employee search and hiring decisions are often focused on HR and managers. Recruiting, however, is increasingly becoming an issue that affects the entire organization and all its employees. Agile HR means adapting processes to people, goals and circumstances. Delegation of the final hiring decision to the team, an onboarding process that begins with the signing of the contract and is transparently organized by the new employee's team together with HR, does not have to remain a vision of the future.
Compensation & Rewards
Compensation is usually a non-transparent matter and is often perceived as unfair by employees. Bonuses related to individual target agreements are a frequent reason for demotivation and target conflicts. In order to effectively take people with you on the transition to a more agile organization, the issue of salary must be largely off the table - it must only be one of many hygiene factors. Through the "Objectives and Key Results" (OKRs) system, transparent and jointly agreed targets can be established, adjusted and tracked for the entire organisation. Employees are involved from the outset in the elaboration of these goals and help determine their own goals so that ownership can be assumed.
Feedback & Goals
Annual staff appraisals, which are linked to an annual bonus, are intransparent and offer no opportunity to change anything during the year, do not fit into an agile organisation. Agility requires trust, an open feedback culture is the basis for a culture of trust. Company-wide and explicit goals (e.g. OKRs), which are jointly formulated and tracked in a shorter cycle, help to create open feedback, to take away people's fear of feedback and to make adjustments when necessary.
Further development & career planning
Continuous improvement and further development are the foundation of an agile organisation. To this end, learning must not come from training catalogues and be applied with the watering can principle. The orientation of learning as an ongoing process and a focus on individualisation in further development is a success factor of agile organisations, and HR plays the most important design role here.
Agile HR as a catalyst for agile transformation
For us, HR is the catalyst in agile transformation. HR is an enabler with an absolute focus on people and the organization as a whole rather than on rigid processes. We support you in the further development of the agile mindset of all, the flexibilisation of processes, as well as an accompanying agile HR strategy that supports the transformation process.
Digitalisation, Transformation, VUCA and Co. - the world is changing and with it the companies.
Agile principles can help organizations respond faster to change and meet better customer needs.
As employees are central to any change to more flexibility and adaptability, more and more organizations are seeing the benefits of agile approaches for departments such as HR and the way we develop and lead people.