Today the most progressive companies have changed the HR role to a more coaching role serving all the people, not just management. Although this changed view of the formal HR role is far from mainstream today, many organizations are experimenting with alternative structures, replacing fixed performance targets with OKRs (objectives and key results), and old-fashioned bonuses with profit sharing.

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This training gives a holistic understanding of agile HR and will cover; the individual perspective, team perspective, and organizational perspective.

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Combine Agile People HR with Agile Fundamentals and receive an ICAgile certification for ICP-AHR.

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Dates:

Agile HR (H1) 22 April 9:30 – 11:00

Agile HR (H2) 26 April 14:30 – 16:00

Agile HR (H3) 3 May 9:30 – 11:00

Agile HR (H4) 10 May 14:30 – 16:00

Agile HR (H5) 17 May 14:30 – 16:00

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Agile Fundamentals Workshop Dates:

Introduction 23 March 14:30 – 16:00

Agile Fundamentals (F1) 29 March 14:30 – 16:00

Agile Fundamentals (F2) 31 March 14:30 – 16:00

Agile Fundamentals (F3) 7 April 14:30 – 16:00

Agile Fundamentals (F4) 11 April 14:30 – 16:00

Agile Fundamentals (F5) 13 April 14:30 – 16:00

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Session H1: How HR’s role is Changing when we need to Increase Business Agility

Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken. Job titles, competency profiles, titles, career, succession – how do we do it in an agile organization? User stories for HR and a T-shaped HR-person. Employee Journey mapping – pain points. Examples and cases.

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Session H2: How HR can use Tools and Practices from Agile

Using Scrum, Kanban, Value Stream Mapping, and OKRs for HR is not so different from using it for Software development. What are examples and how can you design talent/people processes using the agile ways of working? User stories for HR – what do they look like? Examples and cases of Agile HR in reality.

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Session H3: Goals and Performance Management and Compensation and Benefits

Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability, and growth. 95/5 Exercise. Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach, and explain how you could apply them to your own environment.

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Session H4: Talent Acquisition and Onboarding

Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity, and collaboration into the hiring decision. Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

 

Session H5: Learning and Development and Employee Engagement

Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities. Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

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Learning outcomes

Goal setting and performance management in a new way – Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability and growth.

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Salaries and benefits for an Agile organization – Describe and contrast traditional incentive structures with Agile structures, discuss the pros and cons of each approach and explain how to apply them to organizations.

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Agile role modelling – How to develop an organizational action plan for role modelling an agile mindset and to build new skills that will enable cross-functional teams.

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Employee engagement in an Agile manner – Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

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Talent acquisition and the candidate experience –  Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity and collaboration into the hiring decision.

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Agile learning – Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.

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Onboarding practices for Agile companies –  Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

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Why the agile mindset is HR’s responsibility –  Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken.

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The needed changes in the HR core function –  Relate how the need for business agility affects the HR function and organization and how it impacts HR team members’ roles and behaviours.

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Practical tools, templates and exercises for HR –  How an HR department can work with agile tools and methods, for example with Kanban, Sprints, Scrum and Retrospective.

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About the certification

ICAgile (International Consortium for Agile Accreditation). The International Consortium for Agile (ICAgile) is an internationally recognised, independent accreditation and certification body. ICAgile focus on advancing high-quality agile learning by ensuring courses align with learning objectives as defined by industry experts.

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Complete the Agile HR workshop combined with the Agile People Fundamentals workshop to receive a ICAgile certification for ICP-AHR.

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Complete the Agile People Fundamentals workshop combined with the Agile People Leadership to receive an ICAgile certification for ICP_LEA.

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Benefits of Agile Workshops

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• Confidently discuss Agile values, concepts and practices with leaders and teams.

• Understand why organisations are ‘going Agile’ and the implications for HR and leaders.

• Gain practical tools and methods to start applying Agile HR to your own work.

• Discover how to build a great employee experience using Agile HR tools and practices.

• Develop adaptive and agile managers that understand themselves and others.

• Understand how to create conditions for an environment that will allow the business agility and teams to thrive.

• Create a psychological safe culture where learning is creativity and innovation is emphasised.

• Identify the gap between structures and culture and how can leaders close the gap to build more aligned system.

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