We are facing an engagement crisis. There is a strong correlation between agile practices and employee engagement, and it's clear that one cannot work without the other. Employee voice is one of the key enablers for engagement. However, it is one of the least understood – and perhaps less practiced – aspects of engagement. Employees see problems. They have ideas, potential solutions, and experiments they'd like to run. But they feel powerless to effect the change they know is necessary. Over time, the cycle of active disengagement continues.

But it doesn't have to be this way! In fact, agile organizations already have the foundation in place to help individuals raise their voice and be heard - agile retrospectives. Unfortunately, most retrospectives currently do not have the positive ROI we would hope for or expect. Action items, learnings, hypotheses, goals, and other artifacts that come out of retrospectives are not shared with the rest of the organization in a systematic and impactful way.

This session is about the surprising connection between employee engagement, employee voice, and agile retrospectives. By providing teams with the solutions and support needed to run effective retrospectives, and by following through on the actions that come out of the discussion, you can empower individuals to become more engaged, productive and effective.

Turns out that effective retrospectives are more critical to business agility then you might have ever imagined.

 
3 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

Introduction [5 minutes] - I will open by going over the two core concepts that underpin this talk. 1) why the retrospective is truly the core of agility (because it's a catalyst of improvement, not an "end" in and of itself), and 2) what is employee voice and why is it so critical to organizational agility.

Retrospectives as the Enabler of Employee Voice [5 minutes] - Now that there is a common understanding of the two core concepts, I'll draw some surprising connections between retrospectives and employee voice. Why are retrospectives the perfect opportunity for employees to provide actionable feedback "up and out" of their team? Why isn't this done more? What is the true impact of retrospectives that don't catalyze continuous improvement? (Hint: a lot more than an inability to increase team productivity or happiness).

Practical Next Steps to Enable Employee Voice Via The Retrospective [10 minutes] - I will go over 5 steps individuals, teams, managers, executives, and ultimately organizations can take to give their employees a voice, increase engagement, and catalyze organizational-level continuous improvement. Some of these tips junior practitioners can implement on their own. Others require buy-in from senior execs. All are possible.

Learning Outcome

Participants will walk away with a new understanding of the critical role retrospectives play in enabling business agility. It's not just that retrospectives help teams continuously improve; it's that retrospectives give employees an opportunity to have their voice heard at an organizational level.

Participants will also learn 5 practical next steps that they can take home with them and implement in an effort to increase voice and engagement in their organizations.

Target Audience

Everyone from the practitioner up to senior executives

Prerequisite

The ideal participant works in a large organization and has at least some exposure to agile retrospectives. Other than that, a curious mind open to new ideas always helps :)

schedule Submitted 2 months ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Pete Behrens
    keyboard_arrow_down

    Pete Behrens - 3 Mistakes You Are Making as a Leader

    20 mins
    Keynote
    Executive

    80% of managers believe they support their employees – 25% of employees agree!

    Houston, we have a problem – what you don’t know can hurt you! Most leaders are unaware of how their own thoughts and actions work against their leadership objectives. Ineffective leadership fuels the top three impediments limiting your organization’s agility and growth – the fear of losing control, resistance to change and contrasting values.

    Leadership Agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his own personal experience, as well as the experiences of other senior leaders, Pete highlights six mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient yourself to improve your leadership outcomes.

  • Liked Jonathan Smart
    keyboard_arrow_down

    Jonathan Smart - The Yin and Yang of Speed and Control

    20 mins
    Keynote
    Executive

    This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry). We are 3 years into the firm-wide journey, This talk will share lessons that we have learnt. It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the

    It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the surface, there can appear to be a conflict between speed and control.

    Certainly, the traditional approach to control inhibits speed. As we are in our third year of firm-wide change in how we do what we do, we are starting to tackle the harder challenges. We are implementing at scale a radical change in how we comply to a huge amount of standards and regulation, this talk will share our learnings to date.