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The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
The Agile Generational Workforce
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The Agile Generational Workforce

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Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.


In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.

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  • 1. Generational Workforce: Move to Agile or Lose Top Talent Mike Stuedemann, PMP, CSP Certified Scrum Professional & Agile Transformation Coach @StuedeSpeaks
  • 2. Mike Stuedemann PMP, CSP • 16+ years Information Technology - traditional SDLC and Scrum/Agile • Actively training and coaching organizations adopting and transformation with Agile • Based in Andover, MN
  • 3. After the webinar… • We will send directions to collect the PDU you will earn from attending this webinar • We will also send a links to the recorded webinar and presentation slides once they are posted online For more information, visit www.cprime.com
  • 4. Why Agile? Any Agile Adoption should start out by asking, “Why do we want to use Agile”? Being “Agile” is not the Goal! Agile is about delivering Business Value
  • 5. 2013 VersionOne State of Agile Survey
  • 6. The Future of Work Five Trends Shaping the World of Work: •Behaviors shaped by social media entering the enterprise •New collaborative technologies •A shift to “the cloud” •Millennials soon becoming the majority workforce •Mobility and “connecting to work” Jacob Morgan: “The Future of Work” and “The Collaborative Organization” http://www.forbes.com/sites/jacobmorgan/2013/06/20/five-trends-shaping-the-future-of-work/
  • 7. The Future of Work •By 2020 Millennials are projected to be about half of the U.S. workforce •Millennials are used to sharing with each other •Communicating through social platforms •Having a voice and learning about what interests them •Today’s organizations struggle to adapt to the changing workforce as baby boomers start to make their way out – they must adapt to attract and retain top talent http://www.forbes.com/sites/jacobmorgan/2013/06/20/five-trends-shaping-the-future-of-work/
  • 8. The Future of Work • The ability to anticipate talent needs, optimize a talented workforce, and keep retention rates high – despite constant change – is the key to a company’s competitive advantage • According to PricewaterhouseCoopers 11th Annual Global CEO Survey, access to talent remains a major issue • Less than half of all CEOs agreed that their HR teams were equipped to handle the change required to compete for talent http://www.pwc.com/en_US/us/people-management/assets/pwc_oracle_talent_management.pdf
  • 9. The Future of Work “The reality is that we employ a generation that values more than just straight compensation. They put stock in stock (options, that is), work-life balance, culture, commitment to charitable causes, and being able to play at the office. Culturally, this is not our father’s workforce.” • Global online marketing agency in Los Angeles, where the majority of staff is classified Millennials • Relocating the office meant it had to be in relatively close proximity to the old, or they would quit • It had to be light, bright and youthful, or they would seek new jobs • It had to incorporate elements of play, such as room for the pool table, Xbox, and plentiful snacks, or they would go elsewhere http://upstart.bizjournals.com/resources/executive-forum/2012/09/17/office-space-to-keep-millennials-happy.html?page=all/
  • 10. Case Study: Netflix • Creating a culture of freedom & responsibility where values are considered the behaviors and skills that are valued in fellow employees • Netflix actively promotes and hires people who demonstrate these 9 values: – Judgment – Communication – Impact – Curiosity – Innovation – Courage – Passion – Honesty – Selflessness
  • 11. Case Study: Netflix • Adequate performance gets a generous severance package • People are not measured by how many hours they are in the office • We care about accomplishing great work • The rare responsible person is self-motivating, self improving and is accountable • We have a culture of Creativity and Self-Discipline, Freedom and Responsibility http://www.slideshare.net/reed2001/culture-1798664
  • 12. Agility is the Future of Work Agile Software Development Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. http://agilemanifesto.org 12
  • 13. Agility is the Future of Work 1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4 Business people and developers must work together daily throughout the project. 5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7 Working software is the primary measure of progress. 8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9 Continuous attention to technical excellence and good design enhances agility. 10 Simplicity--the art of maximizing the amount of work not done--is essential. 11 The best architectures, requirements, and designs emerge from self-organizing teams. 12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/ Copyright 2014 Aequitas Consulting Ltd 13
  • 14. Agile Approaches “Agile” • Scrum • XP • Feature Driven Development • Lean Software Development • Kanban
  • 15. Agile Organizations • The Scrum Alliance “Transforming the World of Work • The Agile Alliance “We support those who explore and apply Agile principles and practices to make the software industry productive, humane and sustainable” http://www.scrumalliance.org http://www.agilealliance.org/
  • 16. The Team Approach • Self-organizing • Members accountable to self and to team • Deliver working product increments • Collaborating, communicating, working together in a “rugby like approach” to deliver business value • Often co-located but comfortable with technology to bridge gaps • 100% Dedicated • “I or Me will never outperform We” Copyright 2014 Aequitas Consulting Ltd 16
  • 17. New Roles Copyright 2014 Aequitas Consulting Ltd 17
  • 18. New Vocabulary & Practices • Release Planning, Sprint Planning, Iteration Planning and Daily Scrum or Daily Stand Up • User Stories, Product Backlog, Sprint Backlog • Paired Programming, Swarming, Test Driven Development, Behavioral Driven Development • Spike • Grooming and Refinement • Review and Retrospective • Continuous Integration Copyright 2014 Aequitas Consulting Ltd 18
  • 19. New Leadership Characteristics • Inclusive, Collaborative • Flexible, Adaptive • Possibly-Oriented • Facilitative • Self-reflective • Courageous • Observant Adapted from Leadership Agility, Bill Joiner & Stephen Josephs and Action Inquiry, William Torbert
  • 20. Potential Obstacles
  • 21. Potential Obstacles
  • 22. Potential Obstacles Personnel Considerations • Focus is on Cross Functional Teams • Delivery is Value Based on the Customer • What support or training do our teams need to make the paradigm shift in collaboratively working in a cross functional way? • What happens to our individual incentives in asking people to work in teams? • What happens to our hiring practices in asking for cross functional behavior and skills? • What about career path considerations?
  • 23. Potential Obstacles 2013 VersionOne State of Agile Survey
  • 24. Potential Solutions Identify Leadership Champions • Without leadership support, culture change is very difficult and loses momentum • Identify an Agile Enablement Team or an Agile Adoption Team to help bring about initial change and sustain changes • This Team can use the very process to manage this effort by leveraging a Backlog, communicating Daily, working in incremental iterations, etc.
  • 25. Potential Solutions Identify Leadership Champions • This Team can lead by example in adhering to the Values and Principles • This group should have representation from all levels of management as well as any Human Resources, Operations, Infrastructure, etc. so that impacts to the organization as a whole can be evaluated as Pilot Teams begin working in a different way or before a new way of work is agreed to start
  • 26. Potential Solutions Start with Pilot Teams • Pilots will yield information about where organizational impediments are that may need attention at the Team level, Department level, with Infrastructure, with Policies, etc. • Enable the Pilots to best yield data by following the framework (i.e. dedicate the Team) • Based on the Organization’s culture and ability to change, additional teams can be rolled out incrementally
  • 27. Potential Solutions Invest in Training & Coaching • Ensuring that everyone understands the Values and Principles will level set expectations for new cultural norms • Training can provide information on “what” Agile methods are and the mechanics of these • Coaching provides “how” to implement these methods in specific environments, guide through common pitfalls and help to sustain changes that are being agreed upon
  • 28. How Long Does this Take? It Depends… • Size of the Organization • Organization Culture • Flexibility and Adaptability • Commitment of Organization Leadership
  • 29. Want to Learn More? Agile for Human Resource Professionals Online Workshop April 17th from 9:00am to 1:00pm Pacific https://www.cprime.com/training/onsite/agile-for-human-resources// • What is Agile and where did it start? Review for understanding on the Agile values and principles • What is meant by self-organization and cross-functionality • Agile roles and responsibilities • Motivating Agile Teams • Changes needed to hiring practices including what characteristics and skills are needed • Organizational impacts: compensation and career path © 2013, cPrime Inc. All Rights Reserved
  • 30. Questions

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