Designing Agile HR is not a walk in the park for rookies
summary
Argues that HR must be redesigned to support agile organizations rather than bolted on, using people operations practices, agile and lean methods, and process capability maturity thinking to map chaotic to optimized HR systems. Specifies concrete targets: ditch annual bell-curve ratings and replace annual ratings with frequent, validated goals; treat payroll, contracts, compliance and benefits as immutable constraints while experimenting on performance, recruitment and leadership; uses evidence-based HR analytics and executive-level change work to make it happen.
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chapters (10)
- 0:00Agile HR challenges
- 1:50Traditional HR fails in agile orgs
- 3:36What agile teams need from HR
- 6:08From hierarchy to networked orgs
- 8:23Defining Agile HR principles
- 10:29HR scope in large orgs
- 16:18HR process maturity and growth
- 18:52HR impact on scaling agile
- 20:00Agile HR misconceptions
- 21:50Key takeaways for HR
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