Agility In HR


Transforms Your HR Function And Stand Out

In today’s rapidly evolving business environment, delivering an exceptional Employee Experience (Ex) is vital for attracting and empowering talent. As organizations strive to become more flexible and agile, HR must evolve and align its people practices with organizational needs.

Our practical and in-depth Agile HR course provides valuable insights into the principles of Agile HR, enabling you to enhance flexibility, responsiveness, and adaptability within your HR function. By adopting an agile mindset, embracing new ways of working, and leveraging practical tools, you’ll proactively navigate the fast-paced nature of modern business, meeting the ever-changing needs of your employees and the organization.

What You'll Learn:

  • Develop a new mindset and co-create processes that make your organization an attractive employer and drive high performance.
  • Gain the knowledge and skills to implement people-centric and value-based practices, fostering a culture of engagement.
  • Discover how you can design your HR practice to excel in attracting, developing, and retaining talent while facilitating organizational learning.
  • Explore the transformative shift of HR’s role in progressive companies towards a coaching role that serves the entire organization and promotes continuous learning.

Our course is available as a dynamic 2-day workshop or 10 engaging 2-3-hour online sessions, leading to a Professional Certification in Agility in HR with Agile People and ICAgile.

Why Choose This Training

Whether you’re an HR professional looking to deliver an exceptional Employee Experience (Ex) or an individual seeking to elevate your career, this course is designed for you. Gain new knowledge, capabilities, and a strong network while enjoying a stimulating learning experience. Our interactive group sessions encourage sharing experiences, discussions, and hands-on learning through our Learning Management System (LMS).

Don’t miss out on the opportunity to become a leading HR professional. Sign up today and unlock new skills, practical tools, and endless possibilities for success!

Related Programs

This course is part of these programs

Agile People Coach Program

Agility In
HR Program

Target Audience

HR Leaders

As the leader of HR,  it is crucial to understand the drivers for agility to succeed in the future workplace and how HRs deliveries can better support the organization. 


HR professionals at all levels want to provide a superior employee experience and use agile methods to meet the needs of their organization.


Consultants that want to deepen their agile understanding to support customers in agile transformations better.

Agile Coaches

Agile coaches want to learn more about the human aspect of agile and to facilitate effective teamwork and collaboration within organizations better.

Agile People

Curious individuals who seek growth and new challenges and believe in people-centric organizations.

What Differentiates Our Courses & Training Programs

Interactive Learning

Our approach emphasizes interactive group work, enabling participants to learn from one another through shared experiences and knowledge during engaging group discussions.

Professional Certificate

The course leads to a Professional Certification with Agile People and ICAgile. To ensure top-quality learning experiences against proven Learning Outcomes, our courses are accredited by ICAgile, a leading global agile accreditation and certification body.

Agile People Campus

With both the online and in-person workshop, you will gain access to our Learning Management System (LMS), where you can delve into the theory and acquire in-depth knowledge of the subject matter at your phase.

Practical Tools And A New Network

The training will teach you new skills and practical tools while establishing valuable connections. As part of our commitment to your agile journey, we organize regular events to enrich your learning experience further.

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Course Description

Three Perspectives

Learning Outcomes

The online and in-person workshops cover ten key topics and are described more in detail in our Course Description.

The training covers three perspectives; Individual (you), team (we in our group), and organizational (all of us).

ICAgile accredits our courses and programs, and all our courses have a detailed learning outcome.

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Learning Outcomes - Agility in HR

Organizational Design, Roles & Career Paths

Designing For The New Way Of Working

  • Understanding Current Structures and Their Impact
    • Traditional hierarchical structures and matrixed organizations can significantly impede workflow, decisions, and value.
    • Facilitate the participant’s reflection and analysis of organizational design’s impact on organizational agility and present examples of alternative approaches.
  • Designing Teams and Teams of Teams
    • Organizations are shifting towards intact cross-functional stable teams to expedite value delivery. They need to design teams of teams to align value delivered with defined strategic business outcomes.
    • Introduce the participant to approaches for designing effective cross-functional teams along with the necessary structures around the teams to align their work to the value stream. This can contain pre-planned elements and should also allow for emergent design in response to the dynamic, evolving situation around the team(s).
  • Aligning and Optimizing for Flow of Value
    • Traditional organizational structures align teams around functional silos, systems/ technology, or product/service offerings. Future structures are designed to align around value streams that can adapt and respond quickly to customer and market needs.
    • Introduce strategies for aligning teams around value streams that maximize flow, minimize dependencies, and provide end-to-end delivery.
  • Supporting the Development of Agile Leaders
    • For an agile transformation to succeed, leadership development in the organization must be aligned with agile value systems and cultivate an Agile mindset for business agility.
    • Explain that different leadership practices are necessary when an organization adopts an agile approach and that leaders must be supported in adopting these practices.


  • Redefining Roles & Expectations
    • Many traditional roles are impacted by the principles that guide how Agile organizations and teams work. Redefining roles, titles, levels, competencies, and job descriptions are vital to reflect the new expectations.
    • Introduce various aspects that will need to be redefined to bring clarity to new expectations.
  • Enabling Skill Development & Growth
    • With the shift in how we design teams and what we expect from roles, many skill gaps (technical, business, leadership, Agile, interpersonal) have emerged and need to be addressed. T-Shaped skills are also highly required (depth in a specific talent and breadth in others).
    • Identify the many skill gaps that can occur and explain the intentional focus on growth necessary to address these gaps. Discuss ways to enable the growth of individuals with T-Shaped skills.
  • Embedding Agile/Lean Mindset and Core Values within Role Definition
    • Agile adoption and the move towards business agility are fundamentally based on a shift in mindset (an Agile mindset supports changing, adapting, and kaizen thinking) and are enabled by adopting various practices. Without the mindset shift, the transformation will not be sustainable.
    • Highlight the importance and impact of modeling the Agile/lean mindset and core values and provide methods for embedding these expectations throughout a team member’s journey.

Career Paths

  • The Shortcomings of Traditional Career Paths
    • The traditional approach to creating well-defined job families with linear career path progression is less relevant today due to organizations’ dynamic and unpredictable landscape.
    • Explain why fixed career paths can pose obstacles in companies that aim to be adaptive and respond to changing business needs. Reflect on the behaviors these fixed paths have encouraged.
  • Modern Value-Based Journey Maps (Career Mosaic)
    • Modern dynamic and adaptive organizations require individuals to chart their course and invest in learning new skills/roles that enable value delivery for their teams. People are likely to stay in organizations for shorter periods than was previously the case, and their career paths span multiple organizations and areas within organizations.
    • Introduce the participant to a new way of thinking to evolve career paths from a linear fixed path to a dynamic purpose-driven journey directed by the individual while balancing the needs of the organization with the needs of the individual. Explain the link between capability and value creation in designing an individual’s personal map.

Learning And Development

Learning Culture/Learning Organization

  • Growth Mindset as an Enabler of Learning Cultures
    • Rapid and continual technological change and ways of working mean that lifelong learning is critical. All roles need to have a component of learning built into their capacity and competencies. If the individual is not learning, then they are stagnant, which essentially equates to decaying in our competitive markets.
    • Identify what it means to have a growth vs. fixed mindset and how a growth mindset helps create an environment that fosters continuous improvement and makes it safe to fail for the sake of learning.
  • Learner-Centered and Learner-Driven
    • A key element of evolving to a continuous learning culture is the shift from manager-driven and instructor-centered learning to learner-centered and learner-driven learning.
    • Differentiate learner-centered and learner-driven learning and explain why both are important to building a continuous learning culture and business agility.
  • Making Time to Learn
    • A learning culture is underpinned by encouragement, accommodation, and support for learning by leadership and management.
    • Explain why ensuring employees have the time they need to learn and how to plan for it is essential. Consider ways to build slack into the system, which gives permission and space to learn.

Learning Modalities

  • Industry, Peer and Team-Based Learning
    • With the pace of change and the need for “T-shaped” team members, there is a need to build and leverage expertise within teams and the organization as a whole. Internal experts can provide valuable context and disseminate information rapidly in contrast to hiring an external trainer. A wide variety of mechanisms are available to deliver learning on a just-in-time, on-demand basis.
    • Describe how instituting communities of practice enables teams to foster deeper learning within specific skills and disciplines. Also, discuss when leveraging industry expertise through peer-based learning resources such as video learning and webinars is appropriate.
  • Adaptive Learning
    • People process information differently and, as such, respond to learning modalities differently depending on their learning preferences. Additionally, individuals are looking for just-in-time learning vs. point-in-time learning. 
    • Convey the importance of providing a variety of learning modalities to address individual learning preferences. Also, introduce the shift to self-paced and experiential modalities of learning that allow learners to learn key concepts and skills when and how they need to learn them (70/20/10 made real).

Talent Acqusition


  • Innovative Sourcing
    • It is important to “Think Differently” about how/where you source talent and operate with the mindset that “Everyone Owns Recruiting.”
    • Introduce the potential power of being creative and deliberate in finding people. Explain the value of many types of diversity in organizations and how recruitment can change to bring people with a wide range of different viewpoints and backgrounds into the organization.
  • Power of the Practical Interview
    • Most companies do not effectively evaluate talent and consequently end up making poor hiring decisions. Traditional interviewing techniques are prone to false positives during the interview process. Tests for skills and fit to company culture and values should be used in screening processes.
    • Introduce interview methods that can reduce false positives and better evaluate for skills, potential and fit.
  • Candidate Experience
    • Agile values help keep the user experience at the forefront. Candidates who have better recruitment experiences are more likely to accept employment offers. Most companies do not focus on every detail to ensure the best candidate experience.
    • Understanding what it takes to ensure the candidate experiences the “wow” factor.

Onboarding – The Welcome Experience

  • Second Impressions
    • First impressions were already made during the interview process. Onboarding starts long before day 1 in the office when the candidate and the organization agree on a collaboration. It is not just for employees but also for consultants, short-term engagements, etc. Day 1+ is the company’s opportunity to ensure there is continuity in the overall impression of the company (culture, values, experience).
    • Introduce the participant to concepts that ensure a seamless transition from candidate experience to employee experience.
  • Culture on Day 1
    • As your new hire assimilates to the organization, they must clearly understand the company’s culture/values and how agile thinking is integral to how the company operates.
    • Review principles in agile thinking that would be important in creating the desired mindset on Day 1.
  • Enablement
    • Companies that assimilate their new hires quickly will see increased productivity and performance.
    • Introduce the participant to concepts that the company, HR team, and manager can follow in order to enable new hires to be productive during the first 90 days.

Enabling Effective Performance


  • Learning Fast and Tolerating Failure
    • While feedback, learning loops, and failure occur naturally in all business environments, complex environments amplify the rate at which failure happens and at which learning must occur for success.
    • Introduce the participant to the concepts of failure tolerance, the necessity of failing to learn, and the impact on people’s behavior. Learn the concepts of complex adaptive systems, specifically highlighting that failure will likely happen at higher rates in a complex system.
  • Individual Performance Support
    • Agile environments value constant and continual feedback that supports performance over formal individual performance evaluations.
    • Introduce techniques that create a safe environment for providing feedback. Highlight differences between a blame culture and a trust culture. Explain the advantages of decoupling financial reward from individual performance.
  • Team Goals and Performance Support
    • Focus on achieving team goals increases alignment and reduces competition within teams. In Agile environments, teams and value streams (as opposed to individuals) deliver business impact.
    • Introduce the participant to high-level concepts of systems thinking, the value of alignment, and shared ownership within both teams and within a value stream. Differentiate between when individual goals should be utilized versus team goals.
  • System-Oriented Performance Assessment
    • The vast majority of performance in a value stream is attributable to the system within which individuals and teams work.
    • Introduce the participant to Deming’s 95% systems thinking rule and the Theory of Constraints as it applies to a system. Define different types of ecosystems in businesses.
  • Enable Continuous Feedback
    • Performance is not an activity that you focus on once a year or even quarterly, but continuously.
    • Introduce techniques and tools for providing fast and continuous feedback at all levels and from multiple pathways (could include 360 Degree feedback).
  • Ownership-Driven Culture
    • Performance from a mindset of obligation (or lower) is significantly less than when a person chooses ownership. An ownership-focused culture is one where all individuals take it upon themselves to improve the overall system.
    • Introduce the differences between responsibility, ownership, and accountability. Everyone is accountable for achieving their potential.

Engaging Intrinsic Motivation

  • Culture Driven by Intrinsic Motivation
    • There is a wide range of motivators that impact individual and team performance. Contributing to a compelling vision and mission is often the most motivating factor in innovative organizations.
    • Introduce the participant to the various types of motivators and the science behind why specific motivators (e.g., shared purpose) work better in a knowledge work environment.
  • Uncover Motivators and Demotivators
    • With multiple motivation models available, it is most important to acknowledge individual motivation and its contribution to cultural health and productivity. Conversely, demotivation negatively impacts both the culture and the business.
    • Introduce the participant to patterns of successful and unsuccessful motivators. These can include behavioral, systems, team, and leadership models.
  • Nurture an Environment of Self-Motivation
    • Cultures that empower people to know what motivates them and go after those things bring out the best in people.
    • Introduce tools and techniques that enable people to uncover and express their motivations/needs.

Incentives Are Not Only Financial

  • Flexible Incentives
    • A one-size-fits-all approach to incentivizing people does not account for their various drivers and motivations.
    • Cover the various options to incentivize people and teams.
  • Alternative Methods of Grouping/Categorization as a Step Towards Doing Away with Ranking Systems
    • The performance of individuals or teams rarely fits in a perfect bell curve; therefore, rigid incentives can cause otherwise high-performing groups to lose motivation.
    • Introduce alternative methods for categorizing performance and their advantages over stack ranking. Describe when ranking is not needed and how alternative methods for implementing incentive programs exist.
  • Fair and Meaningful Pay
    • More open and flexible pay structures and remuneration approaches align more with Agile values.
    • Introduce options for more liberal remuneration strategies that support the cultural shifts needed to become an Agile organization.

The Agile Mindset In HR

Applying Agile Practices To Operations And Initiatives

  • Enabling Agility Throughout the Organization
    • HR should actively support the organization with principles, practices, and guidelines that can support the teams to perform and be fulfilled by their work.
    • Introduce principles derived from the Agile manifesto and other value statements such as the Agile HR manifesto ( and the principles of business agility ( domains-of-business-agility-v2/) and how to interpret these for the specific context. Explain tools to facilitate teamwork and performance in an agile context.
  • Coaching the People Aspects of the Organization
    • HR needs to inform and guide individuals, teams, and managers when they get stuck or have people-related issues in the team.
    • Introduce topics such as knowing what motivates different people and conflict resolution. Explore why agile values are not “the truth” for everybody and what to do about resistance to agile.
  • Applying Agile Mindset and Practices to HR Initiatives and Operations
    • Suppose HR wants to support and enable agility and agile practices throughout organizations. In that case, it should start by being an example for other business areas by using these ideas within HR.
    • Explain how an agile mindset is crucial within HR and how agile practices may be tailored for HR activities (be agile in adopting agile).

Enabling An Agile Mindset In The Enterprise

  • Providing the Balance Between Culture and Structure
    • Creating a balanced organization is key to avoiding misinterpretations and conflicts between what is said and what is done.
    • Convey the importance of finding and maintaining the right balance between structure and culture. Some structures undermine the cultural values of Agile (e.g., rewarding individual performance despite Agile’s focus on team collaboration).
  • Supporting Transformation From a Mindset Perspective
    • Transforming an organization’s mindset to be more Agile requires knowledge about how change happens and organizational values.
    • Explain that transformational change cannot be driven top-down and that the only real change happens when the workers adopt an Agile Mindset. Also, understand why HR’s role is critical to support this transformation.
  • Creating a Safe Environment
    • Enabling psychological safety and inclusiveness across the organization is a key responsibility of the HR/talent organization.
    • Explain the talent organization has a role in ensuring a culture of psychological safety, inclusiveness, and leadership that allow people to feel safe speaking up – mainly as we aim to empower teams and provide autonomy.

Core Function

  • Shifting to People Enablement
    • In Agile organizations, the HR function shifts from a transactional focus to one of people enablement.
    • Convey what is expected of HR in an Agile organization to enable flexibility, collaboration, speed, and adaptability rather than delivering programs, policies, and strict rules.
  • Supporting Transformation From a Mindset Perspective
    • The HR function transitions to become a cross-functional group, integrated with the business and not a separate function. As a result, this breaks silos, and HR value delivery becomes more distributed.
    • Illustrate ways to “slice” HR differently than the traditional functional silos and divide it into specialists and generalists. Instead, Agile organizations focus on T-shaped HR people and embedding them into cross-functional teams.

Glad you want to learn more!

Hello! I am Ingela, and I work with the core team at Agile People. I’d love to connect woth you and explore potential solutions.

You can write me an email or schedule a meeting to discuss further!