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Agil HR

ICP-AHR

Skapa en HR-funktion som sticker ut

I dagens snabbt föränderliga arbetsliv är det avgörande att erbjuda en exceptionell medarbetarupplevelse för att attrahera och behålla talanger. Allt eftersom organisationer strävar efter att bli mer flexibla och lättrörliga, behöver HR utvecklas och justera sin verksamhet för att möta organisationens behov.

Vår praktiska kurs i Agil HR ger dig insikter i principerna bakom Agil HR, vilket gör att din HR-funktion blir mer flexibel, snabbfotad och anpassningsbar för att möta organisationens behov. Genom att anta ett agilt tankesätt, införa nya arbetssätt och dra nytta av praktiska verktyg, kan du proaktivt navigera genom den moderna verksamhetens snabba tempo och uppfylla de ständigt föränderliga behoven hos både dina medarbetare och i organisationen.

Vad kursen kommer att ge dig

Du kommer att lära dig:

  • Utveckla ett nytt tankesätt och skapa processer som gör din organisation till en attraktiv arbetsgivare och ökar prestationer.
  • Tillägna dig kunskaper och färdigheter för att utveckla medarbetarcentrerade processer som bidrar till en kultur präglad av engagemang.
  • Förstå hur du effektivt kan strukturera din HR-funktion för att attrahera, utveckla och behålla talanger, samtidigt som du bidrar till organisatoriskt lärande.
  • Utforska HR:s transformativa förändring i framåtblickande företag, där HR tar en coachande roll, tjänar hela organisationen och uppmuntrar till kontinuerligt lärande.

Vår kurs är tillgänglig som en dynamisk 2-dagars workshop eller 10 engagerande 2-3-timmars online-sessioner, som leder till en professionell certifiering i Agility in HR med Agile People och ICAgile.

Fördelarna med att välja denna utbildning

Om du arbetar inom HR och strävar efter att leverera en unik medarbetarupplevelse som verkligen sticker ut och attraherar talang, då är den här kursen skräddarsydd för dig. Få nya kunskaper, utveckla dina färdigheter och bygg upp ett kraftfullt nätverk, allt medan du upplever en positiv lärningsresa.

våra interaktiva gruppsessioner består lärandet av att dela erfarenheter, reflektioner, och åsikter, och den teoretiska delen får du via vårt Learning Management System (LMS).

Missa inte detta gyllene tillfälle att bli en framträdande HR-expert. Registrera dig redan idag, rusta dig med nya färdigheter, praktiska verktyg som ger nå framgångde att möta deständigt föränderliga behoven hos både dina medarbetare och i organisationen!

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Vem passar kursen för?

HR-chefer

Som HR-chef är det viktigt att förstå drivkrafterna bakom affärsagilitet för skapa en framtida arbetsplats och hur HR:s leveranser bättre kan stödja organisationen.

HR

HR-medarbetare på alla nivåer vill erbjuda en unik medarbetarupplevelse och hur man använder agila metoder för att tillgodose organisationens behov.

Konsulter

Konsulter som vill fördjupa sin agila förståelse för att bättre kunna stödja Hu-avdelningar i agila omställningar.

Agila coacher

Agila coacher som vill lära sig mer om den mänskliga aspekten av agile arbetssätt för att bättre kunna bygga effektiva team och samarbete i organisationer.

Agila människor

Nyfikna personer som konstant önskar lära sig nya tankesätt och som tror på organisationer som sätter människan i centrum.

Vad gör våra kurser & utbildningsprogram unika

Interaktivt lärande

Våra utbildningar lägger stor vikt vid interaktivt lärande. Genom engagerande gruppdiskussioner lär vi oss av varandra, där varje kursdeltagare bidrar med sina erfarenheter, reflektioner och synpunkter i en gemensam dialog.

Professionellt certifikat

Kursen leder till en Professional Certification med Agile People och ICAgile. Alla våra utbildningar är ackrediterasde av ICAgile, ett ledande globalt ackrediterings- och certifieringsorgan, något som  säkerställer en kvalitativ inlärningsupplevelse och  resultat

Agila People Campus

Som deltagare i våra kurser och workshops får du tillgång till vårt Learning Management System (LMS). Där kan du fördjupa dig i teori och tillägna dig nya kunnskaper i din egna takt.

Praktiska verktyg och ett nytt nätverk

Utbildningen ger dig nya färdigheter och praktiska verktyg, samtidigt som du skapar värdefulla kontakter. Vi arrangerar regelsbundet olika webinarer för att ytterligare berika din lärandeupplevelse.

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Tre perspektiv

Utbildningen täcker tre olika perspektiv, individ, team och  organisationsnivå.

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Agile People AB

Bryggvägen 21
117 71 Stockholm
Sweden

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Phone: +46 76 771 1029
e-mail: [email protected]

Corporate ID no: 559002-6836
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Course Description

This course is divided into two parts, Agile People Fundamentals and Agile People HR, and each part has five engaging sessions. Uncover the essential principles and practices of Agile People Fundamentals, followed by a deep dive into Agile People HR.

Agile People Fundamentals

Session F1: Introduction to Agile People and Important Principles/Tools
The foundation of Agile Peoples’ mindset is about the principles, values, methods, and tools we need to start using to release competence and innovation – and what we stop doing. We discuss your challenges and go through the certification assignment. This session is an introduction to the agile way of working and thinking.

Session F2: Psychological Safety as a Foundation for a Learning Organization
The importance of an approach that is permeated by security and confidence to increase profitability and innovation is emphasized in this session – we need psychological safety to increase creativity through a culture where it is ok to fail fast and try again. We play “The Psychological Safety Game” to facilitate the dialogue about complex topics.

Session F3: 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. WoWs to be used: Beyond Budgeting, OKRs, Impact Mapping, VSM, etc.

Session F4: Building Conditions for an Agile Culture
In this session, we explore how you can create conditions for a fantastic culture where people can perform at their optimal level, feeling supported and secure. The gap between structures and culture/values is discussed. Structure – Culture Misfit Role Play. The importance of country culture for an Agile transformation.

Session F5: Creating Conditions for Change
In today’s fast-moving and complex environments, we are challenged as people and as organizations to be much more responsive and adaptable to have the capacity to navigate in complexity. How can we make sense of things when things keep changing? How can we make decisions and act when we don’t have all the information we need most of the time?

In this module, we explore VUCA, try out a sense-making and decision-enabling framework for leaders (CYNEFIN), and explore what enables our organizations to become genuine learning organizations.

Talent Acqusition

Agile People HR

Session H1: Evolving HR’s Role for Business Agility
Reimagine the role of HR in supporting organizational agility and adaptability. Explore designing talent and people practices to facilitate agile transitions, including job titles, competency profiles, career paths, and succession planning. Identify pain points in the employee journey and discuss real-life examples and cases.

Session H2: Applying Agile Tools and Practices in HR
Discover how HR can leverage agile methods such as Scrum, Kanban, Value Stream Mapping, and OKRs to enhance effectiveness. Learn how to craft user stories for HR, adapting them for talent and people processes. Explore real-world examples and case studies of Agile HR implementation.

Session H3: Agile Performance Management and Compensation
Reimagine traditional performance management practices through an Agile lens. Enhance accountability, growth, and performance by embracing Agile thinking. Discuss different approaches to incentive structures and their pros and cons, and explore their application in your context.

Session H4: Agile Talent Acquisition and Onboarding
Develop strategies for sourcing and acquiring talent aligned with the organization’s strategic growth. Consider values, culture, diversity, and collaboration in hiring decisions. Design an onboarding experience that facilitates rapid integration and alignment with the organization.

Session H5: Agile Learning and Development and Employee Engagement
Promote a learning mindset within teams, focusing on skill development and capabilities. Explore motivational tools suitable for your context and understand the evolving landscape of employee engagement surveys.

The Training Cover Three Perspectives:

 

Individual
Perspective​

You

  • Knowing yourself and why you do what you do.
  • Developing yourself and understanding biases, mind traps, and how to avoid judging.
  •  Communicating effectively using storytelling and visualization are powerful tools.
  • Coaching others to find their perfect place in the organization taking their personality, interests, and passions into account.

Team
Perspective

We
In Our Team

  • How to increase the pace from immature to mature high-performing teams, using skills for communication, leading, coaching, 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 salaries.

Organizatinal
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.
  • How to work to change behaviors by removing limiting structures like annual budgets linked to fixed performance targets and individual bonuses.
  • Create conditions for a Learning organization where it’s ok to make mistakes and learn from them, which requires a platform of Psychological Safety.

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.

Roles

  • 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

Recruiting

  • 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

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 (http://www.agilehrmanifesto.org/) and the principles of business agility (http://theagiledirector.com/article/2017/05/25/ 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.

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Utbildningen omfattar tre perspektiv:

Individuell
Perspektiv

Du

  • Att känna sig själv och veta varför man gör det man gör.
  • Utveckla dig själv och förstå fördomar, tankefällor och hur man undviker att döma.
  • Att kommunicera effektivt med hjälp av storytelling och visualisering är kraftfulla verktyg.
  • Coacha andra att hitta sin perfekta plats i organisationen med hänsyn till deras personlighet, intressen och passioner.

Team
Perspektiv

Vi
I vårt team

  • Hur man ökar tempot från omogna till mogna högpresterande team med hjälp av färdigheter i kommunikation, ledarskap, coachning och konfliktlösning.
  • Hur man får team att växa och utvecklas så att de blir självständiga och får möjlighet att fatta egna beslut, till exempel om deras bidrag till organisationens mål eller löner.

Organisatorisk
Perspektiv

Alla
Av oss

  • Hur man balanserar en agil kultur med en agil struktur och ger tillräckligt stöd för framväxande strategier där alla människor är delaktiga i att fastställa riktningen.
  • Hur man kan arbeta för att förändra beteenden genom att ta bort begränsande strukturer som årliga budgetar kopplade till fasta prestationsmål och individuella bonusar.
  • Skapa förutsättningar för en lärande organisation där det är okej att göra misstag och lära sig av dem, vilket kräver en plattform för psykologisk säkerhet.

Kul att du vill lära dig mer!

Hallå där! Jag heter Ingela och arbetar i kärnteamet på Agile People. Jag skulle gärna ta kontakt med dig och utforska möjliga lösningar.

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