More Related Content Similar to Agile HR Breakfast Meeting 2019 | HR & the New World of Work (20) More from Fabiola Eyholzer (9) Agile HR Breakfast Meeting 2019 | HR & the New World of Work7. ©2019JustLeadingSolutionsLLC|AllRightsReserved
Source: adapted from Dualarity & DFKI
Degree of
Speed
From Industry 1.0 to Industry 4.0
1800 1900 2000
10x impact of
Internet Revolution
Fusion of technologies
that is blurring the lines
between the physical,
digital, and biological
spheres
Impact
Socio-Economic
Industry
Government
Communication
Individual &
Professional Life
Today
Scalable efficiency
Doing things right
Scalable adaptability
Doing the right things
EMPOWERING
CORPORATIONS
EMPOWERING
PEOPLE
First mechanical loom,
1784
First
Industrial Revolution:
Mechanical
Use of water and steam
power to run mechanical
production facilities
Second
Industrial Revolution:
Electrical
Use of electrical power
and introduction of
division of labor to enable
work-sharing mass
production
First conveyor belt,
Cincinnati
slaughterhouse, 1870
Third
Industrial Revolution:
Internet
Use of electronics and IT
to further automate
production
First programmable
logic controller (PLC)
Modicon084, 1969
Fourth
Industrial Revolution:
Digital
Use of cyber-physical
systems to monitor,
analyze, and automate
business
Degree of
complexity
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Source: Office Vibe "13 Disturbing Facts About Employee Engagement ", Nov-2014
Disengagement
%
of employees
worldwide are
disengaged,
disillusioned and
dissatisfied
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People decisions being
dictated by hidden forces,
such as Finance, Legal,
Compliance, destroying
innovation and
empowerment
People practices with little
trust, such as micro-
management and
bureaucracy, fostering weak
managers and uninspiring
leaders
HR instruments driven to
handle poor
performance/mediocracy,
such as employee
appraisals, dampening
motivation and engagement
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The New HR Mandate:
Empower people and create engaging,
inspiring and fun places of work
• Establish strong cultural identity &
anchors
• Engage and cultivate talents aligned
with the new talent contract
• Forster engagement through shared
experiences and meaningful
interactions and ways of recognition
• Enhance value delivery through flow
and excellence
• Empower people and networks and
embrace HR thought leadership in
work 4.0
Source: HR Agility Assessment
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HR Agility Assessment
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Source: adapted from EE Employee Engagement Award
Employee Engagement Model
Purpose
Meaning
Social System
Inclusion and
connections
Wellbeing
Being comfortable,
healthy or happy
Advocacy
Recommending or
supporting others
Contribution
Awareness
I know who you are, and I
saw what you did
Personal Growth
Ability to realize potential
Work
What we do
Employee
Engagement
Model
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The New World of Work – highly
connected, dynamic & complex
Autonomy & Self-organization
Adaptability & Accountability
Teams & Networks
Openness & Transparency
Innovation & Creativity
Empowerment & Ownership
Learning & Knowledge Sharing
Diversity of Thought
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What Agile Does Differently
Cost Cutting & Administrative Efficiency
Project Approach & Process Thinking
Prescriptive & One-Size Fits All
Command & Control Micromanagement
Negative, Reactive & Historical
Control & Secrecy
Career Path
Blame
Value Creation & Talent Interaction
Iterative Approach & System Thinking
Co-created & Personalized
Empowerment & Inspiring Leadership
Positive, Proactive & Forward-Looking
Trust & Transparency
Meaningful Growth
Accountability
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Agile Mindset
Respect & Trust
Collaboration
Positive attitude (and language)
Listening and communicating
Ability and readiness to embrace change
Thirst for knowledge and learning and openness to diversity of thought,
opinion, and ideas
Keenness to go new ways and think outside the box
Focus on delivering value with commitment and a ration of pragmatism
Relentless and continuous improvement with a willingness to fail (fast)
Pride in ownership and belonging
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Agile 4 HR –
Bringing Agility to the HR Organization
• Value Streams
• Cross-Functional Teams
• Agile Practices & Ways of Working
• Employee-Focused Value Delivery
• Creativity & Innovation, Thought-Leadership
HR as organizationHR as organization
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HR 4 Agile –
Bringing Agility to the HR Organization
• Inspire: purpose-driven, values, diversity of
thought, talent definition & discovery …
• Hire: team-based hiring, onboarding …
• Energize: purpose, autonomy, flow, leadership,
work environment, organizational structure ...
• Develop: mastery, coaching, L&D, growth
plans, talent mobility …
• Admire: opportunities, incentives, recognition,
appreciation …
HR as function | disciplineHR as function | discipline
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Embrace the new talent contract
Needs meaning and purpose
Strives to be a valued and valuable member of a winning team
and organization
Wants to be challenged and acknowledged
Expects to be guided by mentors and coaches
Demands an opportunity for growth
Thrives under inspiring leadership
Values a strong employer brand and corporate responsibility
Craves an experience
Aspires Lifeworking
Is mobile and social and is used to have unlimited and immediate
access to data, knowledge
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Forster continuous engagement by
creating inspiring places of work
Understand the reality and impact of Engagement
Focus on Engagement not the outdated notion of Retention
Inspire people and engage with them on a personal level
Shape a strong culture, where core values are lived up to – by
everyone – every day.
Embed Lean | Agile values into your corporate DNA and built a
winning culture
Create an inspiring work environment to allow an optimal
workflow
Open up your organizational structure to meet the demands of a
connected network
Integrate people into empowered, collaborative teams
Tell a strong story, create momentum, and invest in regular
interactions with lean-agile leaders
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Hire for attitude & fit, and rock at
onboarding to strengthen teams
Build a strong employer brand
Proactively attract & engage talent
Replace job descriptions with Value Descriptions and hire People
over paper
Employ for attitude & cultural fit
Inspire candidates with the larger sense of purpose
Gamify the talent acquisition & make it an experience
Make a solid, team-based decision
Excel at onboarding
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Move to an Iterative Performance Flow
and eliminate employee appraisals in
favor of continuous feedback
Eliminate annual performance ratings
Accept handling performance issues is a leadership task
Avoid performance improvement trap
Align performance cycle with iterations
Set inspiring goals, and clarify expectations
Continuously inspect and adapt
Engage in continuous feedback
Embed learning and knowledge sharing into workflow
Decouple from HR instruments
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Get the topic of money off the table
and recognize people and teams in a
meaningful way
Base Salaries
• Pay adequate base salaries
• Decentralize salary decisions
• Allow for transparency to the salary structure and
data
Incentives
• Motivate through mastery, autonomy, purpose –
not cash incentive
• Avoid toxic individual bonuses
• Acknowledge performance beyond individual
bonuses
• Combine various forms of recognition
B fit
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Offer meaningful growth opportunities
and move talents across the
organization
Create a learning organization
Embed inspect and adapt into workflow and strive for continuous
& relentless improvement
Implement new ways of learning and sharing
Provide easy access to skills, knowledge, and tools
Empower employees to take the lead
Understand modern jobs & career paths
Illustrate prospective role-based career paths
Establish individual career coaching
Apply agile workforce planning and talent scouting
Enhance growth through Lean | Agile leadership
Create new ways for new beginnings
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Think
Holistically
The way a company
interacts with employees
and the kind of consistent
and immersive experience it
creates is the ultimate
expression of business
values, identity and culture.
The Playbook
Apply Design
Thinking
HR must design with the real
customer in mind and view
employees as individuals and
create experiences that are
personalized, intuitive, and
engaging.
Instill Cultural
Anchors
Identity and authenticity are
the cornerstones of building
a strong workplace culture
and distinguishing an
organization as a great place
to work.
Gamify HR
Take the essence of games
— attributes such as fun,
play, transparency, design,
competition and yes,
addiction— and apply is to a
range of HR processes.
Iterate and Co-
Create
Industrial age structures and
practices give way to Agile
values, practices & principles.
Agile has evolved as the
predominant business and
leadership approach.
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2. Misjudge cultural and structural
context
Every organization is unique, and the success of
an HR approach depends on its ability to address
their specific cultural & structural context. There
is no one-right-model. The blueprint for a
successful HR transformation is the approach,
not the solution.
Top 7
Transformation Mistakes