“It’s all about people” –

Agile People accelerate the worldwide agile transformation through spreading the values of customer collaboration, energized people, learning organization, inspiring leadership and rapid change to all areas of businesses and organizations

ICAgile Certified Professional – Agile Talent
(ICP-TAL)

Develop yourself in Agile HR

Regardless if you are an agile coach, a line manager or an HR professional, you need to understand how people strategy and people operations need to change when working in a company embracing te agile value structure. How do performance management, recruitment, learning and development, compensation and benefits and the way we perform employee engagement surveys change? What are the specific skills that we need to use to run an agile transformation from a people perspective? And is there still a need to do succession planning in the future? This training leads to a Certification in Agile Talent by ICAgile.

A two-day Workshop in Agile HR

During the training we cover:

  • Introduction to the agile approach and how it is related to Lean and systems thinking. Why work with agility?
  • What characterizes the agile mindset and how to change the traditional HR processes when we are working with agile values?
  • How should HR adapt work to create maximum value in an agile organization? How should recruitment, performance evaluations and salary discussions look like?
  • What concrete examples are there? How have others done? What works?
  • How can you use agile techniques like Scrum and Kanban for HR?

 

HR’s role in an Agile organization – Learning Outcomes

  • How HR can support an agile organizational transformation: Assess the current organizational structure and design a new structure that enables business agility, maximizes communication and collaboration within and among teams and enables the flow of value. 
  • 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.
  • Salaries and benefits for an agile organization: Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach and explain how they could apply them to their own environment.
  • Job Roles – are they needed in the future? Develop an oganizational action plan for role modeling an agile mindset and to build new skills that will enable cross-functional teams.
  • Employee engagement in an agile manner: Recommend different motivational tools to be applied in a context and describe how the traditional emloyee engagement survey is chaging.
  • 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.
  • 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 development of new skills and capabilities.
  • Onboarding practices for agile companies: Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.
  • Why the agile mindset is HRs 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. 
  • 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 behaviors.
  • Practical tools, templates and exercises for HR and managers: How an HR department can work with agile tools and methods, for example with Kanban, Sprints, Scrum and Retrospectives.

The training places great emphasis on practical examples and we will present a series of tools that you will be able to use when getting started on your own agile HR initiative. We take you through an agile HR case from setting goals and developing user stories for HR to implementing sprint planning and monitoring the sprint using Kanban. 

 

Target audience

Agile coaches, consultants, HR managers, HR Business Partners, HR professionals, line managers, operational & business managers and consulting managers in both the private and public sectors.

We have previously trained participants from SKF, SE-banken, Marginalen Bank, Nordea, Volvo, TetraPak, Tele2, IFS, If, Svevia, Helsingborg, Uppsala, Manpower, Evry, TV4, Vitrolife, Rebtel, magine, Toca Boca, Dynabyte, Södertörn University, DEK Technologies, Vasakronan, IKEA, Blue Garden, Nordic Morning, Findwise and many other companies and organizations.

Evaluation of the last completed training ended up on average 4.83 on a 5-point scale.

 

Course leader

Your course leader and facilitator vary depending on location and dates – see more details in “events.

ICAgile Certified Professional – Agile Leadership
(ICP-ALP)

Develop yourself in Agile Leadership

This new leadership training will show you new ways of working, where people and interactions are more valued than processes and tools, and where responding to change is more important than following a plan. Learn from the fringes! Understand how management innovation can provide just as much competitive advantage as technology– and product innovation! Certification in Agile Leadership by ICAgile.

A two-day Workshop in Agile leadership

The role of Managers is changing into a more guiding and coaching role for the people in the organization to be able to perform and be happy. At the same time, the world is getting more complex and there are few competitive advantages still remaining for companies who wants to survive and flourish. One such competitive advantage is to learn faster than competition, so that you can be innovative and creative and invent and produce products and services that customers want and need. But it requires a totally different Leadership that let people make mistakes and learn from them. 

It takes cross-functional business teams on all levels to create the learning organization that become a prerequisite for success, when everybody needs to take shared ownership for the company vision. The old structures with top-down hierarchies, annual budgets linked to fixed performance targets and rewards will not support the speed and motivation that needs to permeate future workplaces. In this scenario, the future career path for Leaders and HR will be the one of the Agile People Coach – a role that aims to create the right conditions for individuals, teams and the whole organization to grow and develop and change, as needed to survive. 

 People also expect more from work than just a paycheck. How can we enable performance in these new business and people realities? How can we create more VUCA-robust management models, which also works with and not against human nature? How can we create a more engaging work environment, where people perform at their best because they want to, not because they are told to, and where learning faster than others is key?

During the training we cover:

  • Introduction to Agile Leadership
  • Why Agile Leadership?
  • Types of Leadership
  • What is Agile Leadership?
  • Self Leadership Part 1
  • Self Leadership Part 2
  • Effective Communication
  • Team Leadership
  • Organizational Leadership Part 1
  • Organizational Leadership Part 2
  • Conclusion – Learning organizations
  • Conclusion
  • Agile Leadership – Learning Outcomes

    • 1. WHY AGILE LEADERSHIP
      1.1. Why Organizations Need to Increase their Agility
      1.2. Globalization
    • 2. INTRODUCING PERSONAL AGILITY IN LEADERSHIP
      2.1. Using Forms of Power and Influence that Increase Agility
      2.2. Developing the Self as Instrument
      2.3. Developing a Strategic Perspective
    • 3. INTRODUCING RELATIONSHIP AGILITY
      3.1. Introduction to EQ: Social Context
      3.2. Thinking About Organizations as Human Systems
    • 4. INTRODUCING ORGANIZATIONAL AGILITY
      4.1. Nurturing an Agile Culture
      4.2. Adaptive Strategies, Structures and Processes

    Perspectives covered

    Individual perspective (YOU) Knowing yourself and why you do what you do.

    • The Reiss Motivation Profile (RMP) shows your basic needs and motives, and contributes to a better understanding of yourself and your leadership, and why you do what you do…

    Team perspective  (WE IN OUR TEAM)

    • How to increase pace from immature to mature high-performing teams
    • How to grow and develop teams to be independent and empowered to make their own decisions

    Organizational perspective (ALL OF US)

    • How to balance an agile culture with an agile structure
    • How to work to change behaviors – accomplishing an agile mindset and culture

    Target audience

    Agile coaches, consultants, managers, Business Partners, line managers, operational & business managers and consulting managers in both private and public sectors.

    We have previously trained participants from SKF, SE-banken, Marginalen Bank, Nordea, Volvo, TetraPak, Tele2, IFS, If, Svevia, Helsingborg, Uppsala, Manpower, Evry, TV4, Vitrolife, Rebtel, magine, Toca Boca, Dynabyte, Södertörn University, DEK Technologies, Vasakronan, IKEA, Blue Garden, Nordic Morning, Findwise and many other companies and organizations.

    Evaluation of the last completed training ended up on average 4.83 on a 5-point scale.

     

    Course leader

    Your course leader and facilitator vary depending on location and dates – see more details in “events.

    Agile People Coach Training

    Agile People Coach – An alternative Career for HR and Managers in the Future of Work

    Today, 2019, the most progressive companies have changed the formal management role to a more servant leadership role, realizing that people are most productive, creative and happy when they have personal control over their own lives and the ability to be leaders of their destiny, private or work-related. In these organizations, everybody is expected to be a leader, so there is paradoxically, a lot more leadership there.

    Agile People Coach – A Development Path for HR and Managers in the Future of Work

    Although the changed view on leaders and of the formal manager role is far from mainstream today, many organizations are experimenting with alternative structures, replacing budgets with forecasts and dynamic resource allocation, to create the best possible value. The role of managers is changing rapidly and also, the role of HR is under tremendous change, from focusing mainly on policies and processes to understanding that the future for HR lies in creating conditions for people to perform and be happy. By removing impediments, we can instead maximize engagement and employee satisfaction that will fuel speed and adaptability in a common, strategic direction.

    The question is, where do managers and HR go from here? What will become of them, when everybody seems to be able to lead themselves? Will they slowly become obsolete when information and knowledge are transparent for everybody and power is not anymore in the hands of a few “talents” who were promoted because they were seen as “HIPOs” in a world where people were judged in a yearly performance review? Or is there an alternative future role that would be the natural step when leaving the process-oriented and transactional leadership style in favor of ways of working more suitable for a complex reality?

    Regardless if you are an agile coach, a line manager or an HR professional, you need to understand how people strategy and people operations need to change when working in a company embracing the agile value structure. 

    During the Agile People Coach training we cover 3 perspectives: 

    Individual perspective (YOU) Knowing yourself and why you do what you do.

    • The Reiss Motivation Profile (RMP) shows your basic needs and motives, and contributes to a better understanding of yourself and your leadership, and why you do what you do…
    • Helping others finding their perfect place in the organization taking their personality and situation into account

    Team perspective  (WE IN OUR TEAM)

    • How to increase the pace from immature to mature high-performing teams, using skills for communication and conflict resolution
    • How to grow and develop teams to be independent and empowered to make their own decisions, for example about  their contribution to the organization’s goals or their salaries

    Organizational perspective (ALL OF US)

    • How to balance an agile culture with an agile structure, providing enough support for emerging strategies where all people are involved in setting the direction (via OKRs or other kinds of relative targets)
    • How to work to change behaviors – accomplishing an agile mindset and culture through removing limiting structures (budgets linked to fixed performance targets and rewards)
    • Create a Learning organization where it’s ok to make mistakes and learn from them (requires a platform of Psychological Safety)

     

    Workshop program

    Day 1

    Introduction to Agile People Coaching and the four roles of a coach: Mentoring, teaching, facilitating and coaching. Self-assessment – how skilled are you in the 4 roles and where do you need to improve. What are the skills that you need to add as a regular Agile Coach, Leader or HR-person if you want to increase your agile & people skills and to be able to call yourself an Agile People Coach?

    Serving the people, teams and the whole organization: The necessary mindset and types of informal leadership types that could be used to increase awareness of my own and other peoples self-leadership.

    My motivation profile as a base for self-leadership and understanding what drive me and other’s: Communicating with people who are different from yourself and knowing how to understand what makes other people do what they do and how they are different/similar to you

    Principles and Tools to speed up the journey: An overview of principles, practices, and tools that can be used to increase the agile mindset and move faster in a common direction

    Day 2

    Psychological Safety as a foundation for a learning organization: The importance of safe cultures for profitable and innovative organizations – increasing creativity through a fail-safe environment

    Conflict resolution: Basic conflict theory and finding the right balance between harmony and creative conflict in a team or organization

    Optimizing for flow: Using Value stream mapping to optimize for flow through the system and understanding the consequences of resource optimization and measuring departments against each other

    Team Leadership: Understanding how a team matures and what kind of coaching technique to use in each stage of maturity – when is a team high-performing and what are the dangers that we need to look out for if teams become too strong compared to the rest of the organization?

    Enterprise Coaching Part 1: Emerging strategies, new ways of working with budgets, performance and rewards and directional and relative goal setting strategies like OKRs

    Enterprise Coaching Part 2: Creating conditions for a great culture where people can perform at their optimal level and feel supported and happy

    Learning organizations as a Strategy: The Buddy System to increase cross-functional business collaboration

    Conclusion and next steps

    This highly interactive course will give you the tools and roadmap on how to grow in your Agile People skills – from building your capacity and skill in self-leadership, how to lead others at all levels in the organization and ultimately how to support and enable others to lead at all levels.

    You will also be welcomed into the Agile People network.. a global network of agile professionals collaborating to promote and help modern organizations towards increased Business Agility.

    Target audience

    Agile coaches, consultants, HR managers, HR Business Partners, HR professionals, line managers, operational & business managers and consulting managers in both the private and public sectors.

    Course leader

    Your course leader and facilitator vary depending on location and dates – see more details in “events.

     

     

     

     

     

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