Agile4HR attended Beirut to try to hack the way of traditional HR. 1st workshop on "what's Agile4HR?"

1. AGILE4H R IN THE LAND OF MILK AND HONEY21.10. 15
Agile4HrBeirut

2. TableOfContent
2
• Concept
• Zalendo case
• King’s pyramid
• Sociogram
• Fruits & Roots
• Objectives of
Agile4HR
• Retrospective
• Lessons learned
• Next steps
• What HR issues
are you facing?
kick off what’s
Agile4HR?
objectives of
Agile4HR
closing
01 02 03 04I NTR O
Pages 25–28Pages 17–24Pages 7–16Pages 3–6

3. Kick-off
+ What HR issues are you facing?
1

5. WhoAreYou,WhatAreYouDoing?
5 MIN
Pierre
COA CH A GILE
COMING TO SUP P ORT YOU IN
YOUR A GILE TRANSITION
5

6. PIERRE H. ON ANIM ATRONICS

7. What is agile4HR?
+ Concept
+ The Zalendo case 2

8. 8
PR O DU CT IVITY E FF IC IEN CE
EFFECTIVEN
ESS
P RO D UCTI V ITY:
YOU D O A LOT OF WORK, BUT
IS IT THE GOOD WORK?
EFFICIENCE:
YOU DO YOUR WO RK EASILY,
BUT DID I T REAC H THE
MAXIMUM IMPACT?
EFFECTIVENESS:
YO U DO THE RIGH T WO RK AT
THE RIGH T TIME. IS THE
PROC ESS REP EATAB LE?
AGILE

9. 9
PUR POS E
MAST ERY
AUT ONOMY
Purpose = only start the
work with clear purpose
Autonomy = good results
come from autonomous
people
Mastery = mastery through
continuous improvement
Result = it’s by combining
purpose/autonomy/mastery
that you can create a
sustainable value delivering
organisation
SOURCE:
DRIVE »D.PINK

10. 10
PUR POS E
MAST ERY
AUT ONOMY
Outcome
SOURCE:
« DRIVE »D.PINK
RELATEDNESS
SAF E
CONTA INER
COMPE TENCE
MEA NI NG

11. WeTryToRespondTo
• understand and support agile work and
management
• attract, hire, retain and get the best from agile
people
• create an agile culture of real team work and
innovation
• better manage organisational development and
change
• better manage personal learning and evaluations
• increase speed, performance, results and
satisfaction
11
AGILE IS NOT JUST A METHODOLOGY OR PROCESS, IT'S A MINDSET, A CULTURE, A WORKING COACHING AND
MANAGEMENT APPROACH SUPPORTED BY LEARNABLE TECHNIQUES AND TOOLS.

12. What’sNot?
• This is not a revolution.
• This is not new age stuff;
• This presumes that organisation’s culture constantly evolves according to
people interactions (Human Relations).
12
NO T A
REVOL UTION
NO T NEW AGE

13. What’sNot?
It isn’t another collection of ideas picked
from Laloux’s, Semler’s, Getz’s or other
amazing Freed Company experiences.
13

14. ItIs…
This is a collection of reflexions, patterns emerging from both Agile Leaders and HR professionals from more than 10 countries.
14

15. 15WHAT’S ZALANDO?

16. 16
I DON’T SAY T HAT ZALANDO IS AGILE .
BUT THAT HOW A RECRUIT MENT CAN LOOK .
- TECH COMPANY
- CHALLENGING
- MODE NERD…
HerePeopleWillNotComeForThe
BrandOfTheCompanyButForThe
CultureTheyWillRepresent.

17. Objectives of
Agile4HR
+ King’s pyramid
+ Sociogram
+ Fruits & Roots
+ Objectives of agile4HR
3

18. 18
KING
FA RMER
KING RECRUITED
BY GOD THE FAR MER HA S 3 BE EF S
THE KNI GHT WA NT S 2 BEE FS
THE FAR MER KEEP S 1 B EE F
WHE RE SHOULD HE COMP LAIN?

19. 19
JUNIOR
JASON IS A JUNIOR . HE IS VE RY
PA SSI ONAT E A BOUT HIS NE W
JOB. WHERE CAN HE GOT THE
RI GHT INFORMAT ION. HOW LONG
SHOULD IT TA KE ?

20. 20
JAS ON
JASON LOVE T O DANCE . HE ME ET
ELI SA , A SSI STANT OF THE CEO,
AT THE SA LSA COURSE. THE Y
BE COME CLOSE R. T HEY TA LK ALL
THE TI ME A BOUT T HE COMPA NY
DURING THEI R F REE T IME . JASON
HAS NOW MORE I NF OR MAT ION
THA N HI S SUP ERVISOR .
ELSA

21. PART 2
WHO IS THE LEADER?
PART 3
WHO ARE YO U ASKI NG FOR
HELP?
PART 1
SHO W ME Y OUR TEAM ?
Take the sticking notes from you presentation
• group the sticking notes to form your team
• use blue « sticky notes » to identify your manager/leader
• use red « sticky notes « to identify who you are asking for help
MakingWorkPlayThe
SociogramWay
21

22. LessonsLearnedFromTheGame
GROUP: group selection does not necessarily identify the reality of an existing workgroup. A second factor to consider: the « clicks » factor .
LEADERS ARE NOT THOSE WE THINK!
Although the first draft of post-its "leader" gives us a first indication, this one is a fallacy.
In Agile, we speak about "servant leader." This one is identified as who "solves" problems. So our game allows to highlight the "natural
leaders »..
22

24. WHE RE IS THE VA LUE OF HR ?
FR UITS & R OOT S

25. Closing
+ Retrospective
+ Lessons learned
+ Next steps
3

26. USING A MA SH ONE …
RE TROSPE CTIVE

27. SEE YOU IN NOVE MBE R 20 1 5
NEXT STEP S

28. 28
PIERR E E. N EIS
PIERRENEIS@UPWARD.CONSULTING
Human
Agile by Nature
W WW.AGILE4HR.NETPIERR E HERVO UET
PHERVOUET@UPWARD.CONSULTING

29. 29
UPWARD CONSULTING - AMERICA STREET, CLEMENCEA U - BEIRUT