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Agility in HR & HR in Agility - July 2014

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In creating an agile workspace, the people aspects are often forgotten. And likewise, in creating an agile company, using traditional HR practices creates incompatible change.

This is a case study on a recent experience where agility is a key method to achieve time to marketing in a context of change.

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Agility in HR & HR in Agility - July 2014

  1. 1. HR IN AGILITY & AGILITY IN HR BY JAS CHONG A Case Study In Digital Transformation
  2. 2. Background - Change Needed •  Europe’s top travel agency. •  Over 100 websites et brands. -  Less than 20% were mobile enabled. -  Fragmented mobile experience. •  Local IT with different systems and platforms. •  Change is needed -  Keep up with customer behaviour or be obsolete. -  Change is essential for survival. 2 External Market Conditions Internal Situation 03/07/2014 There are now over 1 billion smartphones in the world. #travel trends In Europe, 32% of all Travel queries on Google now come from a mobile device.
  3. 3. •  Creating a synergised digital customer journey. Time to market is key. -  Protect market share from disruptors. -  Ahead of traditional competitors. -  Innovate to enhance brand loyalty. •  Agile and multiple delivery through digital hubs. (Web, Mobile, Big Data etc) •  Maturity of agile practices and types are varied across different levels of maturity. •  A coordinated response is required. -  6 months of change management & communications. 3 Digital Transformation - Strategic Response
  4. 4. HR In Agility – In Web Hub •  Decision to change technology from .net to java. -  Lack of in-house expertise. -  External vendors required to lead delivery. •  Locating Web team in Stockholm -  Existing team experienced in serving multiple markets in Nordics. -  Practice Kanban -  Existing best e-commerce practice. •  The team will deliver to existing markets then to rest of Europe. •  External vendor form 80% of team. -  Cultural shift for internal team. -  Distrust & lack of team spirit. •  Vendor charged to set up both delivery and hub. -  HR not consulted. -  Role of in-house team unclear. -  Change management non-existent. •  Behaviours mis-match from Kanban to Scrum. •  1.0 release in danger. 4 Background & Set up Key Issues
  5. 5. •  Building the team by iteration in synch with sprint planning. - Just in time resourcing. - Internal transfer of critical skills for change. - External team for critical technical skills. - Pair mentoring for knowledge transfer. •  Core team identified as nucleus for team building. •  Involve HR in the process. HR In Agility – Structuring Team
  6. 6. HR In Agility – Structuring Team •  Identification of core team. •  Team building •  Scrum team is cross discipline but structure creates vertical expertise. •  Clarification of roles. •  Individual coaching for internal transfer. 6 Sprint 1 & 2 Head of Hub QA Solutions Architect Delivery Lead PMO Product Lead Product Owners Off-site Developers Positive: Agile Coach present to provide scrum practices whilst I focus on people change and transition. Negative: HR involved late and required catch up. Structure is not formalised with work contracts. Internal  Transfer   External  Vendor   Recruitment  for  Rlease  2  
  7. 7. HR In Agility – Structuring Team •  Continuous transfer of internal staff to team. -  Product Owners to replace external -  Cutover to work with SA & Integration. -  UAT & Training to work with PO. •  Clarification of roles. •  Individual coaching for internal transfer. 7 Sprint 2 & 3Head of Hub QA Solutions Architect Delivery Lead PMO Product Lead Product Owners Off-site Developers Positive: Work in pairs & teams for knowledge transfer. Negative: No break through in formalisation of team. Product Owners Cutover & Release UAT & Training Internal  Transfer   External  Vendor   Recruitment  for  Rlease  2  
  8. 8. HR In Agility – Structuring Team •  Recruitment of key roles. -  Job descriptions for recruitment. -  Job descriptions for internal transfer. •  Initiate planning for release 2 roles. •  Formalisation of roles. •  Union discussion commenced. 8 Sprint 4Head of Hub QA Solutions Architect Delivery Lead PMO Product Lead Internal  Transfer   External  Vendor   Recruitment  for  Rlease  2   Product Owners Off-site Developers Positive: HR in partnership. Negative: Resistance in some internal staff. Product Owners Cutover & Release UAT & Training Agile Project Managers Business Analysts Customer Experience Operations & Change Onsite & Offsite Developers Problem & Maintenanc e
  9. 9. Agile In HR – Adopt Change •  Defining responsibilities -  New roles are created, thus new job descriptions. -  Focus on principle accountabilities. -  Conform to existing hierarchy. -  Added new competencies (without a big competency planning exercise) •  Focus recruitment on potential, culture & behaviour in environment. -  Like for like recruitment discouraged. -  Technical skills a requirement only for technical posts & similar skills accepted. •  Building a complete team than a “superman”. -  Combination of skillsets over 1 person who has it all. •  Resource planning every 3 months with business. And by iterations. 9
  10. 10. •  Union discussions -  Convinced unions on iterative growth in the team and organisation set up. -  HR become a supporter & advocate for change. •  Resource Planning -  Just in time recruitment by sprint & release. -  Close collaboration on recruitment needs. -  Resources include external non-hires. •  Integration of team -  Job descriptions as point of reference. -  Review process reduced. -  Initiation of teams. •  Total Talent Management -  A team includes external vendors, independents, internal, contractors. -  Team building for the whole team within limits of employment law. 10 Agility In HR – HR Practices
  11. 11. Agility In Organisation – The Hidden Trap •  Governance -  1 time funding vs Incremental funding ü  Investors & management negotiation at standstill for over 8 months due to size of amount. ü  Iterative development incompatible with waterfall budgeting process. -  Agile resourcing vs classic HRM ü  Annual review of requirements & creation of job. ü  Recruitment of non-agile management. •  Sales & Operations -  Fear of launching pilots to market. -  Long process of definition of requirements. •  Outcome -  Velocity of development affected due to funding. -  Vicious cycle – lack of velocity impacted confidence of management impacted funding release. 11   Organisation Set up Impediments To Success EPMO / Finance / Support Functions Agile Delivery Team Sales / Marketing / Operations Gouvernance
  12. 12. •  Agile stems from values & principles = Culture = People •  Human Capital Management vs Human Resources. •  People & Culture vs Resource & Headcount. •  Total Talent Management vs Headcount Management. 12 Final Anecdote – Agile in HR HC Key Diferences Resources Capital Recruitment Like for like recruitment. Replacement / addition of headcount. Recruitment by potential. Lower cost acquisition to develop potential. Mobility & Promotion Individual performance & expertise. Mobilise where there is need. Impact & contribution to team. Mobilise where there is potential. Development & Training Based on needs in existing position. Based on needs for future performance / post. Management Hierarchical, top down. Team, collaborative. Compensation Individual objectives & compensation. Team objectives and performance.
  13. 13. •  An organisation is a living system. Change impact is not isolated and thus requires systemic considerations. - For an agile team to exploit its potential, the environment is important. - Connected to the organisation includes external parties and companies. •  For today’s HR to succeed in helping organisations achieve success, they need to consider the sum of all parts – total talent management and culture. Change Is Systemic
  14. 14. THANK YOU WWW.ASCENTHCC.COM WWW.THEDIGNITYOFWORK.COM @ASCENTHCC Jas Chong – Ascent Human Capital Consulting Jas.chong@ascenthcc.com

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