Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Agility in HR & HR in Agility - July 2014


Published on

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.

Published in: Business
  • See how I make over $7,293 a month from home doing REAL online jobs! ▲▲▲
    Are you sure you want to  Yes  No
    Your message goes here

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