Agile People Fundamentals + HR + Coach [3 Dagar]
This training leads to a Professional Certification in Agility in HR (ICP-AHR) according to Learning outcomes from ICAgile.
Today the most progressive companies have changed the formal management role to encompass more servant leadership. People are most productive, creative, and happy when they have personal control over their own lives, and the ability to be leders of their destiny.
Although the changed view on leaders and of the formal manager role is far from mainstream today, many organizations are experimenting with alternative structures. They are replacing budgets with forecasts and dynamic resource allocation to create the best possible value. The role of managers and HR are rapidly changing. Focus is moving from 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 everyone seems to be able to lead themselves? Will they slowly become obsolete when information and knowledge are transparent and available to everyone? Will they become insignificant when power is no longer in the hands of the 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 role in the future that will organically form when leaving the process-oriented and transactional leadership style in favor of ways of working more suitable for a complex reality.
If you are an agile coach, HR professional or in a leadership role, you need to understand how people strategy and people operations need to change when working in a company that embraces the agile value structure.
The agile People Coach training covers three perspectives that every HR-person or leader needs to be aware of:
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 find 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 by 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: Agile People Fundamentals
09.00-10.45 Introduction to Agile People and important principles / tools: The foundation of Agile Peoples mindset is about the principles, values, methods and tools that we need to start using to release competence and innovation - and what we stop doing. Your own challenges are discussed. Certification assignment and presentations.
11.00-12.00 Psychological safety as a foundation for a learning organization: The importance of an approach that is pervaded by security and confidence to increase profitability and innovation - to increase creativity through a culture where it is ok to fail and try again. We play "The Psychological Safety Game" which facilitates the dialogue about difficult topics.
13.00-14.30 Emerging strategies, structures and goals: Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, goals, performance processes and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and sub-optimization of departments. Mindset Slider exercise.
14.45-15.45 Building conditions for agile culture: Creating conditions for a fantastic culture where people can perform at their optimal level with a sense of being supported and secure. The gap between structures and culture / values. Structure - Culture Misfit Role Play
15.45-16.30 The learning Organization as Strategy and the future role of HR and managers: The Buddy system to increase cross-border collaboration and increase the opportunity to create a fantastic organization together. Tips and examples for the change journey and how HR and managers need to change their own role to support it.
16:30 - 17:00 Summarizing and following up on our own challenges and the next step
Workshop program Day 2: Agile People Coach
09.00-10.30 Introduction to Agile Coaching and the four roles of a coach: Mentoring, teaching, facilitating and coaching. What is the difference between an Agile Coach and an Agile People Coach?
10.45-12.00 Agile People Coach - the 9 roles and Self-assessment - how skilled are you in the different 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? Scenarios for practicing when to take what role.
13.00-15.00 My motivation profile as a base for self-leadership and understanding what drives 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. My 3 defining needs.
15.15-16.45 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? My Washing instructions and team exercises.
16.45-17.00 Conclusion and personal retrospective
Workshop program Day 3: Agile People HR
09.00-10.30 How HRs role is changing when we need to increase Business Agility. 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. Job titles, competency profiles, titles, career, succession - how do we do it in an agile organization? User stories for HR and a T-shaped HR-person. Employee Journey mapping - pain points. Examples and cases.
10.45-12.00 Performance management and examples & cases: Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability and growth. 95/5 Exercise.
13.00-14.00 Compensation and Benefits. Examples and Cases. Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach and explain how you could apply them to your own environment.
14.00-15.00 Talent Acquisition and onboarding: 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. Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.
15.15-15.45 Employee Engagement: Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.
15.45-16.30 Learning and Development: 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.
16.30-16.45 The Agile Workplace: The necessary change in the physical and digital work environment - tailoring for different needs.
16.45-17.00 Conclusion and retro, KUDOs.
This training leads to a Professional Certification in Agile Talent (ICP-TAL) according to Learning outcomes from ICAgile.
Agile coaches, consultants, HR managers, HR Business Partners, HR professionals, Recruiters, Managers, operational & business managers, and consulting managers, and leadership in both the private and public sectors.
Your course leader and facilitator is Pia-Maria Thorén, who has 25 years of consultant experience from large Swedish and international companies within HR and leadership. She is the founder of GreenBullet and Agile People and the author of the book Agile People – A Radical Approach for HR and Managers (That Leads to Motivated Employees).
Squeed, Packhusplatsen 2
Events cancellation policy
If you should have to cancel your registration, notification in writing should be sent to firstname.lastname@example.org. Please make sure you state the name of the conference/event in the subject line of your email.
- A refund of 85% will be given for cancellations received 60 days before the start of the event
- A refund of 50% will be given for cancellations received between 59 days before 31 days to the start of the event
- A refund of 25% will be given for cancellations received between 30 days before 14 days to the start of the event
- No refund will be issued for cancellations received within 14 days of the event.
You are allowed to send a colleague.