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Using Agile Methods for HR & Learning Projects
The document discusses the growing adoption of agile methods in HR and learning projects, emphasizing their potential to improve organizational effectiveness and employee engagement. It outlines the importance of a community approach to share knowledge and best practices, while cautioning against applying agile universally without consideration of project needs. Additionally, it highlights the benefits of iterative development, collaboration, and the establishment of clear roles within agile frameworks.
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Using Agile Methods for HR & Learning Projects
- 1. 1 Thur, 1st February2018 1 – 2pm, Sydney Ways to participate: • Q&A Box - comment, whinge & share • Twitter Backchannel - @capabilitycafe #AgileforHR #Capabilities Knowledge Sharing Better Practices Experienced Panel Using Agile Methods for HR & Learning Projects
- 2. Introductions Registrations Organisations Jeevan Joshi CertifiedScrum Master, HR Project Manager CapabilityCafé & LearningCafe @jeevesj Aaron Tooth Certified Agile Leadership 1 Certified Scrum Professional @AJohnTooth 210+ 100+
- 3. Takeaways Use of Agilemethods 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
- 4. Blog Magazine Webinar Discussions UnConference Twitter Linkedin Facebook Coffee Catch Ups Capability Building Workshops Community ofHR/Learning Professionals with a focus on implementing ideas Building L&D Capability @lrncafe @capabilitycafe @agileforhr Newsletter http://bit.ly/lcafenews http://bit.ly/capcafenews
- 5. Big Picture –We are just starting AgileMethods& HR/Learning Improve organisational & employee effectiveness Organisational Design Employee Engagement Innovation & Collaboration Deliver better HR services & products Talent Acquisition Learning Performance Management Diversity, Industrial Relations etc Career pathway Explore Create Implement 1 2 4 3 5 6 7
- 6. 101 OF AGILEMETHODS
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- 10. Other Agile Tools:Kanban
- 11. Other Agile Tools:Sociocracy 3.0
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- 17. CASE STUDY –ING Netherlands
- 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
- 19. CASE STUDY –ING Netherlands
- 20. HOW TO BECOMEA PRACTITIONER
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- 26. How good EmployeePractices live in Scrum High performing & empowered team Dedicated Coach • Daily feedback and comms • Clear KPIs • Involvement in planning • Learning & continuous improvement
- 27. Applying Agile Methodsto HR/Learning Projects
- 28. Agile – Whereit 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
- 30. 4-hour workshop Rapport Listening Questioning Paraphrasing Adopting an Iterativeand IncrementalApproach to Learning Design & Delivery 1-hour workshop Rapport EvaluateImplementDevelopDesign Analysis EvaluateImplementDevelopDesign EvaluateImplementDevelopDesign EvaluateImplement Develop Design Value-add Value-add Value-add Value-add Timeline post-analysis phase + 1 Week + 2 Weeks + 3 Weeks + 4 Weeks 1-hour workshop Listening 1-hour workshop Questioning 1-hour workshop Paraphrasing
- 31. Agile for HRprojects 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.
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- 36. Next steps Join AgileforHR Community Explore Agileas Career path Embed Agile in HR/Learning http://bit.ly/agileforhrform Twitter - @agileforhr
Editor's Notes
- #23 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%
- #25 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%
- #31 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