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How human are your resources? Scrum Gathering South Africa 2018
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How human are your resources? Scrum Gathering South Africa 2018
1.
Copyright © 2018
IQbusiness What kind of resources are your ? Biase De Gregorio & Angie Doyle
2.
Copyright © 2018
IQbusiness PROGRESSION OF PEOPLE MANAGEMENT Controller Moderator Act as an agent for top management, focus on execution • Bureaucratic • Control • Work for “top management” • Focus on “body count” • Goals = Lower cost • Value add = Cost- cutting Seeks to be responsive to the needs of stakeholders • Meritocratic • Process • Work for staff and management • Focus on the individual • Goals = Unit/ project outputs • Value add = Motivated staff Many companies are in the process of rethinking their people management practices to become more consistent and supportive of an Agile way of work. http://www.sdlearningconsortium.org/what-we-have-learned/ Business Partner Focus on delivering value for external customers • Agile management • Growth • Work for external customers • Focus on the team and individual • Goals = Business Outcomes • Value add = Value for customers Human Resources Talent Management Talent & Experience Controller
3.
Copyright © 2018
IQbusiness WHERE ARE WE HEADED? practical Silently sort your metrics using one of the following moves: • New card • Move • Pass Pick your top 3!
4.
Copyright © 2018
IQbusiness 4Copyright © 2018 IQbusiness Our Inspiration https://leanchange.org/wp-content/uploads/2014/11/StrategicChangeCanvas.pdf
5.
Copyright © 2018
IQbusinessCopyright © 2018 IQbusiness Vision What is our vision for this change?
6.
Copyright © 2018
IQbusiness https://leanchange.org/2016/01/using-storytelling-in-change-management/ STORY TELLING CANVAS • In the past <we used to do things like this around here> • And we liked it because <it had this effect on our culture, morale, and customer experience> • But then one day <something happened that changed the way we do things> • And because of that <it had a positive or negative impact on us> • So we want to <make this change>
7.
Copyright © 2018
IQbusiness 7 Opposing Forces What is holding us back? What are the potential benefits? Copyright © 2018 IQbusiness
8.
Copyright © 2018
IQbusiness . . . . . . . . . People will love their work more because they will be able to use their skills CHALLENGES AND BENEFITS 8 practical Forces for change Forces against change Total: 11 Total: -14 People are change fatigued4 -5 . . . . . . . . .3 -1 3 -5 1 -3 Agile Transformation 1 = Weak, 5 = Strong
9.
Copyright © 2018
IQbusiness 9 People | Process Systems Who and what is affected by the change? Copyright © 2018 IQbusiness
10.
Copyright © 2018
IQbusiness WHOANDWHATISAFFECTED? 10 Change People Process Systems Purchase Order process SAP Stack Overflow Rewards team Payroll system
11.
Copyright © 2018
IQbusiness 11Copyright © 2018 IQbusiness Metrics How will we know if what we are doing is making a difference?
12.
Copyright © 2018
IQbusiness REMEMBER THESE? 12
13.
Copyright © 2018
IQbusiness Specific Measureable Achievable Relevant Time Bound Reduce the number of permanent skilled talent leaving the organisation by: - Improving their working environment - Providing the conditions for empowerment - Enabling leadership to improve engagement. - Improving talent attraction - Improve development and retention processes Our current employee turnover is 18.5%. Over the next 18 months we want to reduce this to 12.5% where the calculation is based on the following formula: Total number of leavers / average employees for the period of the preceding 12 months * 100%. This is based on voluntary terminations and excludes contract renewals The trends have indicated that our employee turnover has been improving steadily over the last 12 months. Based on industry benchmarks for organisations in the same industry and size, 12.5% is the recommended number. Our actions will focus on the reasons for exit to allow for the reduction over the next 18 months By reducing turnover of our exceptional talent, we will be able to attract and retain the talent required to deliver on the organisation's strategic goals. We need to build the end- to-end employee experience to ensure that our organisation remains an employer of choice in an environment where the right skills are hard to come by We aim to reduce employee turnover by 2% within the next 6 months for the next 18 months. - Month 6: 16.5% - Month 12: 14.5% - Month 18: 12.5% A monthly report back session will provide us with an opportunity to reflect on progress more frequently. SMART Goal: In 18 months time, we want to reduce our employee turnover from 18.5% to 12.5% with an average of 2% improvement over three 6 month periods by implementing actions in improving our Employee value proposition
14.
Copyright © 2018
IQbusinessCopyright © 2018 IQbusiness Actions What actions will we demonstrate to support people through the change?
15.
Copyright © 2018
IQbusiness WHAT ACTIONS WILL WE DEMONSTRATE? practical • Host lean coffees with employees on changes (instead of comms plan) … … • Draft role definitions sent to business stakeholders for feedback (instead of trying to get it perfect upfront) • New role descriptions posted on career portal and obtain feedback from interviewees on effectiveness of posting … Individuals and interactions over Processes and tools Working software is the primary measure of progress • Write down actions based on the value or principle • Rotate • Agree, question, disagree • Add additional actions
16.
Copyright © 2018
IQbusiness Next steps What is our plan? Copyright © 2018 IQbusiness
17.
Copyright © 2018
IQbusiness NEXT STEPS Copyright © 2018 IQbusiness Cost Value Momentum Builders Quick wins Disruptors Bridges Necessary Evils https://leanchange.org/wp-content/uploads/2015/09/LCM-OptionsBoard.pdf Jira training Lean Coffee Agile training Visual boards Team bonuses
18.
Copyright © 2018
IQbusiness PROGRESSION OF PEOPLE MANAGEMENT Controller Moderator Act as an agent for top management, focus on execution • Bureaucratic • Control • Work for “top management” • Focus on “body count” • Goals = Lower cost • Value add = Cost- cutting Seeks to be responsive to the needs of stakeholders • Meritocratic • Process • Work for staff and management • Focus on the individual • Goals = Unit/ project outputs • Value add = Motivated staff Many companies are in the process of rethinking their people management practices to become more consistent and supportive of an Agile way of work. http://www.sdlearningconsortium.org/what-we-have-learned/ Business Partner Focus on delivering value for external customers • Agile management • Growth • Work for external customers • Focus on the team and individual • Goals = Business Outcomes • Value add = Value for customers Human Resources Talent Management Talent & Experience Controller
19.
Copyright © 2018
IQbusinessCopyright © 2018 IQbusiness Questions
20.
Copyright © 2018
IQbusiness 20 Contact us Biase De Gregorio bdegregorio@iqbusiness.net @biased77 Angie Doyle adoyle@iqbusiness.net @Doyle_Angie
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