WORKBOOK AGILE PEOPLE HR

Name:…………………………………………………………………………………………………………………..
INTRODUCTION

Agile People ® 2
AGILE PRINCIPLES

Relative Accountability & Cross Functional Trial and

Transparency Visualization
Goals Commitment Teamwork Error

Collective Optimize for Increase Self

Trust Empowerment
Intelligence the Whole Diversity Organization

Increase
Increase Give and Receive Make Mistakes and Emerging
Psychological Sustainability
Happiness Positive Feedback Learn from them Goals
Safety
Continuous
Grow Clear Goals & Don’t
Focus Adaptability Learning &
People Simple Rules Sub optimize
Improvement
Tell why and what
Boundary More Common Know People Self
and leave the how
Spanning Experimentation Direction Deeply Leadership
to the people
Individuals and
Stable and Semi- Purpose and Customer Peer
Interactions over Authenticity
stable teams Meaning Value Pressure
Processes and Tools
Agile People ® 3
AGILE PRINCIPLES IN YOUR WORK

… where could Agile Principles help you in your work tomorrow?

Please take a couple minutes to take notes for yourself!

NOTES

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AGILE TOOLS AND METHODS

Personal Value Stream Story

Sococo
Maps Mapping Boards

Daily
Retrospectives Lean Kaizen
Standups

Consent Decision Beyond

Impediment Log Applause
Making Budgeting

Kanban & Psychological

Scrum Bonusly
Trello Safety Game

Salary
Buddy System Merit Money …
Formulas

Delegation Reiss Motivation

OKRs
Boards Profile

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PERSONAL MAPS

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HR DELIVERABLES “WHAT”

Vision & Strategy Workforce

Global breakdown Analysis
NOTES Now Future
Succession

Recruitment
Perform

Recruit
Learning
Learn

Pay
Develop

Compensation
and benefits

Competency

Agile People ® 7
AGILE HR AND HR:S NEW
ROLE

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PRINCIPLES FOR AGILE HR
From… To… Put the “right” number in front
of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Develop policies, rules and standards  No-size fits all

2. Deliver programs & processes to customers  Support flexibility, speed and collaboration
3. HR Specialists OR HR Generalists  Supporting the organization to perform
OR HR Admins  T-shaped HR people who can take on many different roles
4. Individual work  Human view Y
5. Functional HR / specialist area  Teamwork (cross functional)
6. Jobs & positions  Playing many different roles
7. HR Projects  Stable, high performing teams
8. Promotions and bonus programs  Involve customer in delivery
9. Deliver programs & processes  Salary formulas and profit sharing (can be performance related)
10. One size fits all  Value stream-based HR
11. Having the ”HR recipe”  Experimentation
12. Human view X

Agile People ® 9
AGILE HR MANIFESTO

We are uncovering better ways of developing

an engaging workplace culture by doing it and helping others do it.
Through this work we have come to value:

Collaborative networks over hierarchical structures

Transparency over secrecy
Adaptability over prescriptiveness
Inspiration and engagement over management and retention
Intrinsic motivation over extrinsic rewards
Ambition over obligation

That is, while there is value in the items on

the right, we value the items on the left more.

Notes

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CHEAT SHEET FOR T-SHAPED HR PERSON
Team Contribution Innovation
• You participate proactively in developing WoW within HR • You contribute to developing and
• You contribute to the team by giving and receiving feedback simplifying processes
in a straight-forward manner • You frequently ask questions to the
• You continuously analyze whether you and the team are organization to pick up new needs and
working on the right things feedback
• You treat your colleagues in an amazing way and think very
highly of them
• You communicate when the internal and external quality is In your personal role
not up to par • You have a basic understanding of the
• You continuously develop your cross-functional understanding HR value work
• You challenge your teammates by asking value-based questions • You work independently as well as in
teams to fulfill HR activities
Company contribution • You seek out new information and
• You always have your ear to the ground to identify new needs knowledge regarding HR work that
within the organization interests you
• You proactively work cross-functional • You always strive for providing top
• You raise your voice when you have encountered a risk, notch candidate experience
problem or hazard
• You bring your best problem-solving ambitions to the table Notes
• You coach and support colleagues in internalizing
the company values

Agile People ® 11
CONCLUSION: WHEN YOU THINK ABOUT HR AGAIN

What needs to change for HR to become more agile?

Discuss with a partner or your table group and take some notes

Notes

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PRINCIPLES FOR CAREER AND SUCCESSION
From… To… Put the “right” number in front
of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Strict career paths, up and / or out  Let employees nominate future managers
2. Purpose: Get a better title & more money  All people in the company can be considered
3. Predefined titles  Purpose: Competence development
4. Managers decide about succession  Set your own title
5. Non-transparent process  No strict career paths
6. A few candidates in an excel sheet  Transparency in who will replace who

Agile People ® 13
EMPLOYEE JOURNEY MAP

Use one of the employee personas from the Cheat sheet exercise
and think about how this person is interacting with an organization.
You should find the good experiences and the friction points and
create an employee journey map instead of a customer journey
map (same concept but using the employee as the customer)

Notes

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EMPLOYEE JOURNEY MAP - EXAMPLE

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HOMEWORK: WHAT APPROACH

Now, think about the organization for the Boomerang company. What kind of
approach do you recommend the CEO Peter to take?

• What is the first step?

• How will the vision for HR look like?
• How do you make the change to an agile HR department?
• What organizational principles will you follow?
• What agile HR practices do you want to try?
• Produce a flip chart / team as a summary of your discussion.

Notes

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CONCLUSION: THINK ABOUT YOUR OWN ORGANIZATION

… what Agile HR practices do you want to start to experiment with?

Discuss with a partner

Notes

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HOW HR CAN USE AGILE
TOOLS AND PRACTICES

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CONNECTION: WHAT DOES AGILE MEAN FOR YOU?

Notes What does „agile“ or

„becoming more agile“
mean for you?

Please take a couple

minutes to take notes for
yourself!

Agile People ® 19
SCRUM Scrum is a framework within which people can address complex
adaptive problems, while productively and creatively delivering
products of the highest possible value.

Sprint Sprint
Product Sprint Daily Scrum
“Done” Sprint
Sprint
Planning 15 min
Retro-
backlog Backlog p/day
increment Review
Review
Meeting spective

I 4 weeks - 4 weeks - 4 weeks -

Development
H Max 8 hours E 2 - 4 weeks Max 4 hours Max 6 hours

G 2 weeks - D B 2 weeks - 2 weeks -

F Max 4 hours C A Max 2 hours Max 3 hours

Product
Stakeholders Development Team (3-9) Scrum Master (1) Scrum Team
Owner (1)

2 weeks example Mon Thu Wed Thu Fri Mon Thu Wed Thu Fri
Planning meeting Product backlog Product backlog Product backlog Review meeting
Team Topic 1 & 2 Refinement (10%) Refinement (10%) Refinement (10%) Retrospective
Story workshop Story workshop Story workshop Story workshop Backlog
Stakeholder Setting forecast
Generate user St. Generate user St. Generate user St. Generate user St. Prioritization
Review meeting

Planning meeting Product backlog Product backlog Product backlog Backlog

Scrum Master Topic 2 Refinement Refinement Refinement Prioritization
Retrospective

Planning meeting Story workshop Story workshop Story workshop Story workshop Product backlog Product backlog Product backlog Backlog Review meeting
Product Owner Setting forecast Generate user St. Generate user St. Generate user St. Generate user St. Refinement Refinement Refinement Prioritization Retrospective

Agile People ® 20
USER STORIES

Notes

Example: Example: Example:

“As a team leader / manager I want to “As an employee I want to develop “As an HRBP, I want to support the
provide my team members with the myself and grow, so that I can managers with knowledge about
right tools / methods / models for them contribute to the company goals” coaching so that they can support their
to be able to deliver” teams in a better way”

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DOING VS BEING AGILE

… what is the difference?

Please take a couple minutes to take notes for yourself!

Notes

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 GOALS AND
PERFORMANCE

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DON’T MANAGE PEOPLE, MANAGE THE SYSTEM

What could go wrong?”. What could happen

between customer requirement and Joe so
that Joe can not complete the work on time,
with agreed content and good quality.

Notes

Agile People ® 24
PRINCIPLES FOR PERFORMANCE MANAGEMENT

From… To… Put the “right” number in front

of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Annual appraisal and rating  Everyone evaluate themselves (OKR:s)

2. Forced ranking  Recognition by peers, manager and team leaders
3. Annual goals and process  Focus on moving across, up, down and around
4. Annual talent reviews by manager  Career plan for everyone with open movement and career mobility
5. Recognition by manager  Continuous coaching and feedback
6. Career plan for promotion and HiPos  Continuous coaching sessions by peers and manager
7. Focus on moving up or out  Ratings (if any) linked to learning and growth and
8. The manager evaluate performance continuous improvement

9. No transparency in goals  No ranking

10. Ratings linked to results  Quarterly or monthly goals with regular check-ins
 Total goal transparency

Agile People ® 25
TRADITIONAL PERFORMANCE APPRAISALS VS. SYSTEMS THINKING

Trad. appraisals: Systems thinking:

• Forced process • Empower people

• Individual accountability • Collaborative teams
• Motivate with incentives • Unleash intrinsic motivation
• One size fits all • Respect diversity
• Controlling structures • Emerging structures
• Annual event approach • Just in time
• Rely on inspection • Improve processes
• Improve the parts (people) • Improve whole system

Agile People ® 26
GOAL SETTING @ BOOMERANG

What could goal setting look like for the new company?

Discuss at your table group!

Notes

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OBJECTIVES AND KEY RESULTS
What is your most important objective for the next Test your OKRs
month(s)?
O:
# O:
• Inspiring?
• Within your area of responsibility?
• Should not be measurable!
• Is there a connection to higher
What the two to three measures that would indicate that company goals and / or vision?
you are moving in that direction?

# KR 1
KR:
• Is there a figure in each Key result?
# KR 2
• Is it expressed as an outcome,
not an activity?
# KR 3 • Is the KR challenging?
• Does it lead to the O
(if not, then change)?

Agile People ® 28
CONCLUSION: DON’T MANAGE PEOPLE – MANAGE
THE SYSTEM

Notes

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 REWARD AND
COMPENSATION

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PRINCIPLES FOR REWARD & COMPENSATION

From… To… Put the “right” number in front

of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Salary is a motivator  Teams / individuals can set their own salaries

2. Just managers give recognition  Small rewards
3. Seldom  Reward behavior
4. Big rewards  Profit sharing
5. General rewards  Tailored towards unique needs
6. Reward results  Fairness is the most important aspect – and it differs!
7. Unfair salary distribution  Salary is a hygiene factor
8. Teams / individuals are not involved  Often
9. Salaries are secret  Everybody give recognition
10. Bonus  Salaries can be transparent

Agile People ® 31
BASE SALARY – WHAT OBJECTIVE CRITERIA WOULD YOU
RECOMMEND
What objective criteria is important to use to
decide on a fair base salary (NOT variable salary)

What are important things to reward in your

company and how would you measure them?
(Education, experience, number of kids, level, type
of role, loyalty, location???)

Notes

Agile People ® 32
PRINCIPLES FOR VARIABLE SALARY

Use people with the Change and improve

most competence for the process regularly
decision making

Get feedback from

Make sure it’s stakeholders
perceived as fair!!!

Use different Be ready to

perspectives change if needed

Agile People ® 33
VARIABLE PAY – REFLECTION IN PAIRS

You are working in a profitable company and the board has decided to share the
profit with all employees. They want to reward people not just in exactly the
same way, but also give some extra to the people who have contributed to an
extraordinary degree. You are a consultant and they brought you in for advice.
What kind of method will you recommend and how do you involve the people?
(Follow the principles)

Notes

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PEOPLE WANT DIFFERENT THINGS

How could you reward a person based on their Reiss profile?

Discuss how the team can reward each other using the Reiss
Motivation profile and what the differences are in preferences

Notes

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TALENT ACQUISITION
AND ONBOARDING

Agile People ® 36
WHAT ARE AGILE PERSONALITY TRAITS THAT
COULD HELP TO INCREASE THE AGILE PRINCIPLES?
1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Agile People ® 37
PRINCIPLES FOR AGILE RECRUITMENT
From… To… Put the “right” number in front
of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Evaluate competence  Invest time, careful selection, lot of dialogue

2. Just HR  People find their roles
3. When needed  Cross functional teams/different roles
4. Job boards & advertise  New sources of talent - disruption
5. Detailed process with fixed steps & responsibilities  Always
6. External supplier  Social media
7. Standardization = low diversity  Evaluate values & cultural fit
8. Only traditional interviews  Simple and flexible flow with Kanban
9. Recruiting into fixed roles & positions  Internal responsibility
10. Recruiting the same roles with the same experience  More practical selection techniques

Agile People ® 38
KANBAN FOR RECRUITMENT

• Create a Kanban for recruitment. What columns / process steps do you need?
• I have prepared a number of candidates that are in different stages of the
recruitment process. Add them to your Kanban.

Agile People ® 39
CANDIDATES FOR HR KANBAN BOARD

1. Darth Vader has applied for the job as a project manager and went from the first to the second interview

2. Lisbeth Salander has applied for the programmer position and went through two interviews and the
next step is reference checking

3. Kermit the frog has applied for the role as project manager and is waiting for the first interview

4. Wonder Woman has applied to the agile coach role and has been to a first interview, but did not continue

5. You have 3 interesting CVs for the project manager role (x, y and z) where a first contact needs to be initiated

6. Mr. T has applied for the role as agile coach and should be called to a first interview

7. Ellen Ripley has applied to the project manager role, went through two interviews and the
next step is reference checking

8. You have 5 great CVs that you are considering for the role as programmers ( 1,2,3,4,5)

9. Lisa Simpson has applied for the role as agile coach and has passed two interviews and reference checking
and now it’s time to sign the agreement.

Agile People ® 40
PRINCIPLES FOR ONBOARDING
From… To… Put the “right” number in front
of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. No contact before first day  Giving early access to people and technology
2. No access to digital tools  Start using tools via the cloud
3. Social media involvement  Tailor process for unique needs
4. No access to company to communication channels  Contact before agreement is signed
5. Standardization = low diversity  Social media channels as early as possible

Agile People ® 41
12 PRINCIPLES OF THE
AGILE RECRUITING MANIFESTO
• Our highest priority is to satisfy the customer through early and continuous delivery of quality hires.
• Welcome changing requirements, even late in development.
• Agile processes harness change for the customer’s competitive advantage.
• Deliver quality hires frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• Internal customers and recruiters must work together daily throughout the project.
• Build projects around motivated individuals.
• Give them the environment and support they need and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a recruiting team is face-to-face conversation.
• A quality hire which is on time and within budget is the primary measure of progress.
• Agile processes promote sustainable employee development.
• The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to professional excellence and first-class service enhances agility.
• Simplicity — the art of maximizing the amount of work not done — is essential.
• The best requirements, processes, and hires emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Source: Keith Halperin, [Link] Agile People ® 42

CONCLUSION: AGILE RECRUITMENT MANIFESTO

What are the most important

principles for you? Reflect by yourself

How can you work on increasing

them? Discuss with your table

Agile People ® 43
EMPLOYEE ENGAGEMENT

Agile People ® 44
EMPLOYEE EXPERIENCE

What can you do in your organization to foster a great employee experience from
the start?

Discuss with a partner

Notes

Agile People ® 45
PRINCIPLES FOR EMPLOYEE ENGAGEMENT SURVEYS

From… To… Put the “right” number in front

of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. Ask once a year  Large effect

2. Ask 100 questions  Delegated follow up
3. HR is responsible  Purpose to measure is to increase motivation
4. Central follow up  Ask a lot more often
5. Measuring more important than actions  Teams have the responsibility
6. Expensive  Ask just one or a few questions
7. Small effect  Actions are more important than measuring
8. Purpose to measure is central control  Cost effective

Agile People ® 46
CONCRETE PRACTICE:
WHAT DO YOU WANT TO MEASURE?

Think of a way to measure happiness

based on the principles below:
Measure often
Make it simple (less is more)
Delegate responsibility as much as
possible to the team
Take care of the result and follow up &
turn into actions asap.

Agile People ® 47
REISS MOTIVATION PROFILE – SELF ASSESSMENT

Reiss Motivation Profile

Power Social contact

guided leading, ambitious solidarity sociable

Independence Family
team oriented independent unattached provident

Curiosity Status
practical curious down-to-earth elitist

Acceptance Vengeance/Winning
self-confident seek acceptance harmonious battle some

Order Beauty
flexible structured ascetic aesthetic

Saving Eating
generous frugal to satisfy hunger luxurious

Honor Physical activity

purpose oriented principled comfortable sportive

Idealism Tranquility
realistic idealistic stress-resistant sensitive to stress

Low striving Neutral High striving Low striving Neutral High striving

Agile People ® 48
3 DEFINING NEEDS
Put an “X” on the “slider” where you think you are.
Pick three needs (low or high) and explain to your
neighbor

Power Order Social Contact Beauty

Service Decision-making Flexibility Stability Reserved Sociability Embraces simplicity Aesthetics

People orientation Being in charge Spontaneity Clarity Seriousness Fun and joy Restrained Beautiful things,
Assistance Assertion Improvisation Organized Self-sufficiency Affable Ascetism environment, people
Instructions Leadership Freedom of plans Methodical Introverted Extroverted Simple Design / Art
Non-directive Responsibility Disorganized Cleanliness Privacy Charming Down to earth Passionate

Independence Saving Family Eating

Common ground Freedom Generosity Accumulation of Partnership Care Food as a necessity Celebrate food
Consensus Self-sufficiency Not collecting material goods Independence from Family life Food as an energy Enjoyment
Attachment Self-reliance Extravagant Collecting children Love children supply Gourmand
Emotional closeness Emotional distance Things are not important Storing things Freedom Family man/woman Food is purely incidental Food as a pleasure
Interdependence Independence Spender Valuing things May not want children Domestic Fussy eater Overeater
Fast eater

Curiosity Honor Status Physical activity

Practicality Knowledge Expedience Principles Modesty Prestige / Elite Little movement A lot of movement
Application Thinking Adaptability Moral and ethics Down-to-earth Formal Relaxation by Relaxation through
Doing and acting Understanding Flexibility Truthful Unobtrusiveness Special Features physical rest physical activity
Non-intellectual Intellectuality Do what is possible Upright Informal Privileges Sedentary lifestyle Fitness
Routines New ideas Opportunistic Tradition Unassuming Luxury Lazy Active, fit

Acceptance Idealism Vengeance/Winning Tranquility

Self-confidence Social acceptance Social realism Social justice Peacemaker Competition Challenge Security
Learning from mistakes Self-doubting Self-responsibility Altruism Resolution Fighting Risk taking Emotional stability
High self-esteem Affiliation Fairness for me Fairness to others Conflict prevention Defense Overcoming barriers Predictability
Optimistic Perfection Looks other way Humanitarian Win win Aggression Change is a Perception of hazard
Secure Sensitive Realistic Idealistic Calm Conflict possibility and risks
”Cool”
Agile People ® 49
DON’T MANAGE PEOPLE – MANAGE THE SYSTEM

Notes

Agile People ® 50
LEARNING AND
DEVELOPMENT

Agile People ® 51
THE 6 TRUMPS

From… To… Put the “right” number in front

of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. MOVEMENT  LONGER
2. TALKING  LISTENING
3. IMAGES  READING
4. WRITING  SAME
5. SHORTER  SITTING
6. DIFFERENT  WORDS

Agile People ® 52
CONCRETE PRACTICE

What questions can I formulate to support an employee to develop a leaning

plan?
Write 3 coaching questions that could help an employee to find their way to their
guiding star

Question 1

Question 2

Question 3

Notes

Agile People ® 53
PRINCIPLES FOR AGILE LEARNING & DEVELOPMENT

From… To… Put the “right” number in front

of the “To…” suggested sentences
- the "To… alternatives" are placed in random order

1. A couple of days / year  “On demand delivery”

2. Days  On a need basis
3. External supplier  Internal coach
4. “One size fits all”  Team
5. Individual  A couple of days / month
6. Required  Demand
7. Sequential  Selective
8. Planned  Iterative
9. General  Hours
10. Best practice  Google
11. Books  Experimentation

Agile People ® 54
CONCLUSION: CONTINUOUS LEARNING

How can you create prerequisites for continuous learning and improvement?

Find a partner, discuss and take some notes for action next week!

Notes

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WRAP UP

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YOUR TAKEAWAYS

Take a flipchart per table

Draw / Write down your takeaways

from the last two days

Present to the whole group

Agile People ® 57
CONCLUSION: DIFFERENCE BETWEEN AGILE AND AGILITY

What is the difference between agile and agility? What is it we want, agile or agility?

Discuss with a partner or your table group and take some notes

Notes

Agile People ® 58
CONCLUSION – CHECK OUT

Write down one experiment that you

will try out at work when you get
back to the office

Agile People ® 59
LAST BUT NOT LEAST

• We now invite you to join the

Agile People community:

• Agile People Slack group – let’s

continue discussing and
exchanging experiences there!

• Agile People Member area on

[Link]: Training
material on PDFs / YouTube
playlists / links, discount in the
Shop

Agile People ® 60
YOUR NOTES

Notes

Agile People ® 61