HR in Agile & Agile in
HR
2 sides of the same coin – a case study
HR in Agile – Responsibility of Agile Coach?
My career path,
my training &
development.
Team & 3rd party,
working together,
clarify of roles, culture
Individual Team et 3rd party
Agile Coach and HR – Formidable Duo
● Agile methods and set up
● Team transition
● Adapt change to team
● Definition of key
responsibilities & roles
● Team building – agile way
of working
● Career development &
HR set up, personal
motivation (work contract,
job description etc)
● Recruitment / Transition
● Team building –
competency based
● Competency, training &
development
Agile Coach HR
Case Study
Head of team
Product OpsDelivery
P Lead
PO
UX/CX
BA
Delivery
Dev
QA
Integration
Architects
Release
Level 3
Training
PMO
SM
/ Agile PM
Scrum
teams
Coach Agile
● List of roles and set up required by sprint
● Pair mentoring and pair programming for knowledge transfer
● Training and coaching of agile methods
RH
● Iterative recruitment and transition of teams by sprint
● Union discussions and work contracts.
● Development of competences and coaching in change.
More slides
Agile in HR- Abdicated Responsibility
Individual Team & 3rd party
Recruitment of superman
Like for like recruitment
Lack of understanding of
roles.
Talent management
excluding 3rd party
providers / partners.
Agile in HR – Innovative and Adaptable
● Competences et potential
over previous experience
& education
● Super team over
superman
● Total Talent Management
(internal & external)
● Iterative organisation
development and
recruitment
● Constant communication
with business
● Talent planning with all
sources & types of
contracts
Innovative Adaptable
Case Study
Super team – Complete competences through team
● Product: Key competences: influence & communication.
● Delivery: key competences: quality & delivery
● PMO: key competences: enterprising, problem solving,
team forming
Sample Competences
Knocking on both doors:
● Agile conundrums about HR policies:
● Auto-organisation means anyone can do anything in any role?
● Agile organisation means no organisation chart and hierarchy?
● Agile means no seniority? If I’m a developer, will I always be
developer? Is there only horizontal career development?
● Team collaboration means no individual evaluation?
● HR conundrums about agile methods:
● Scrum master means project manager, just a change of name?
● No existing structure or job descriptions so no agile until these
are ready?
● Can’t find exact match of candidates so wait till he/she is found?
Agility & HR – A system
Communication & Collaboration
Conseil pablo : dire que tu étais RH avec un coach agile qui t’a fait réfléchir sur ce formidable duo.
Rappelez que c’est un retour d’expérience car l’organigramme rappelle un organigramme classique et pas agile (équipe hétérogène, mixte, etc.)
Un RH qui ne comprend pas agile, ne savent pas comment recruter les profils. Tendance de trouver un match exacte et requisite classique comme education, ecole.
Un RH qui ne comprend pas livraison par iteration, ne comprend pas resource planning pas étape. Tendence d’etre un obstacle et demande un organigramme complet avant recrutement.