There is growing interest in learning more about Agile HR and its impact on individuals, teams and organizations.

It is important to separate fact from fiction: What are the real threats and opportunities of bringing Lean | Agile values, principles, and practices to HR? What can we expect in the future? Through anecdotal evidence and case studies, the session will explore the potential of Agile HR as well as provide guidance on how to approach the transformation.

 Issues covered in the presentation include: information on how to embrace the new talent contract, create inspiring, engaging, and fun places of work, shift to an iterative performance flow, take the issue of money off the table, support growth within an Agile enterprise.

 
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Outline/structure of the Session

Part I: Check-In [5mins]

– Quick Introduction

Part II: Human Resources & Enterprise Agility [30mins]

– Agile HR Manifesto & Principles

– Common Facts and Fictions about Agile HR

– Role & Importance of HR in an Agile Enterprise

– Stories & Examples of Agile People Solutions

Part V: Check-Out [10mins]

– Closing Note and Q&A

Learning Outcome

– Understand the threats and opportunities of bringing Lean | Agile values, principles, and practices to HR

– Recognize the different aspects of Agile HR and their impact

– Get guidance on how to approach an Agile HR transformation journey

Target Audience

Everyone interested in co-creating inspiring, engaging, and fun places of work.

schedule Submitted 1 year ago

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  • Sharmila Patwardhan
    By Sharmila Patwardhan  ~  1 year ago
    reply Reply

    Hi Fabiola,

    You have vast experience of presenting in conferences. Great efforts!!

    On the topic, I felt it was too generic. Can you bring examples of changes to some specific practices in HR?

    How do we deal with JD, grades and band mindset?

     

     

     

  • Anand Murthy Raj
    By Anand Murthy Raj  ~  1 year ago
    reply Reply

    Hi Fabiola,

    While dealing with the HR stuff, would you also cover

    1) A need to change a few HR practices that are old and irrelavent now

    2) Do you see a need for HR folks to understand Agile to certain level and if yes to what extent?

    3) Any HR polices for distributed environment (geographically distributed teams) that needs change 

    4) How HR can influence the change the mindset of Outsourcing to resposible engineering teams

     

    Reagrds,

    Anand

    PS: I still remember your last year's quote of "Hire as slow as possible and fire as soon as possible"

  • Chandan
    By Chandan  ~  1 year ago
    reply Reply

    Hi Fabiola,

    Thanks for the proposal. I am eager to attend this session.

     Few questions I have,

    Will I be able to get some insight on Agile Appraisal process?

    How to address "Hero culture”?

    What to do with Traditional roles which exist in enterprise?

    What to do redundant resources? 

    Due to automation and productivity improvement will I ask few resources to go?

    How to handle such situations?

    How to slice built in fat in the system?

    How to handle politically powerful traditional mindset leaders?

    Thanks 

    BR 

    Chandan

     

    • Fabiola Eyholzer
      By Fabiola Eyholzer  ~  1 year ago
      reply Reply

      Hi Chandan, these are all great questions.

      This proposal is for a keynote with the primary purpose to raise interest and enthusiasm in bringing Lean | Agile values and principles to HR. It will clarify some myths about Agile HR, but it will also be thought provoking and give Agile professionals a message and roadmap to take to their HR.

      If you want a more hands-on session on HR practices you may like to check out “Agile HR Decoded”. https://confengine.com/agile-india-2017/proposal/3219/agile-hr-decoded In this tutorial session I will talk how to approach them with an agile mindset and what questions to ask when approaching people topics. Given the time constraint we will not be able to dive in dep for all of them. But I will share lots of examples and insights to key HR practices covering the topics covered by your questions.

      Let me know if you have any questions.

      Best, Fabiola


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    • Zero risk bias
    • Recency effect
    • Information bias
    • Ostrich effect
    • Overconfidence
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    "The higher you go in an organization, the more your suggestions become interpreted as orders." - Marshall Goldsmith

    An Architect garners a high level of authority by being an expert. People will follow their lead. But what if the Architect is wrong? They will follow right off a cliff.

    How do we get people to think like the Architect? Use the principles of Intent-Based Leadership to decouple the success of your project from the personality of the architect. By creating clarity around architectural goals and by engaging people in problem solving rather than defining rules and standards we can divest control and create an organization of leaders.