Agile People Fundamentals (1 day)
Regardless of your role as a line manager, an agile coach, or an HR professional, you need at least to understand the fundamentals of how people strategy & people operations need to change when working in a company that embraces agile.
Who should attend …
Everyone working in companies transforming to more Agile ways of working, like HR professionals, organizational development consultants, hiring (line) managers and Agile transformation leads and coachesexploring the people and structural aspects of transformations also find this course compelling.
What is it about…
The course places great emphasis on practical examples and active participants’ interaction. In this workshop we will introduce practical tools that you will be able to use when getting started on your own agile people journey and initiatives.
Who facilitates the training …
This training program is facilitated by senior HR professionals, with solid international experience and background in different HR areas and business in corporations. They are also the co-authors of the Agile People Manifesto, a framework for People in Agile organizations.
Learning outcomes …
During the course we cover:
- Introduction to the agile approach and how it is related to Lean, Systems Thinking and Design Thinking. Why work with agility?
- The Agile People Manifesto; What characterizes the agile mindset and how to change the traditional HR processes when we are working with agile values?
- How can you use practical agile techniques like Scrum and Kanban for HR?
- What are the specific and new kills that we need to use to run an agile transformation from a people perspective?
- What is the relation between Agile and Digitalization (trends)? Examples of how digitalization can be used for acceleration of the Agile organization journey, and how Agile supports digital transformation of organizations?
- How in general should People Processes change, like performance management, recruitment, learning and development, compensation and benefits and the way we do employee engagement surveys?
- What concrete examples are there? How have others organized their changes? What works?