At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Titansoft started its Agile journey in 2014 and with the adoption of an Agile framework in software development. Naturally affecting the organisation on various levels, the HR function was also heavily disrupted but ready for this much-needed refresh. Numerous HR policy and procedure changes were required to support the environment to be more agile, thus triggering changes to, as well as the introduction of, non-conventional HR practices.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Presenting this set of slides with name Agile HR Transformation Roadmap. This is a four stage process. The stages in this process are Ways Of Working, Behavior And Leadership, HR Instruments, Business Support. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3wP2Zi3
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Titansoft started its Agile journey in 2014 and with the adoption of an Agile framework in software development. Naturally affecting the organisation on various levels, the HR function was also heavily disrupted but ready for this much-needed refresh. Numerous HR policy and procedure changes were required to support the environment to be more agile, thus triggering changes to, as well as the introduction of, non-conventional HR practices.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Presenting this set of slides with name Agile HR Transformation Roadmap. This is a four stage process. The stages in this process are Ways Of Working, Behavior And Leadership, HR Instruments, Business Support. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3wP2Zi3
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Developer & employee onboarding best practicesmkomarev
“Developer & employee onboarding best practices” is a structured summary of the best practices in the employee onboarding process. The document is designed to serve human resource professionals and hiring managers as a compact guideline for designing the onboarding program for their organizations.
The best practices were collected from numerous surveys of professional Human Resource consulting firms and from the case studies on the onboarding topic.
The deeper coverage of each part of the onboarding process can be specific for each organization and was intentionally left out of the scope of the best practices summary.
If you would like to contribute the best practices that will make the document more comprehensive, please write to me.
BambooHR founder Ben Peterson shares some powerful insight into Onboarding. Onboarding statistics, guides to what questions to ask in interviews, and how to help employees continue to grow into contributors.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
The employment market has yet to recover from the pandemic’s impact, and we’re already planning for another year – one that will likely be no easier than the previous 18 months. Many firms are finding it more difficult to discover, hire, and keep talent as unemployment rates rise throughout the world. In this article, we have listed the top recruitment challenges in 2022.
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Building the Agile Enterprise: A New Model for HRJosh Bersin
Josh Bersin's IMPACT 2012 Keynote Speech ... "The Agile Enterprise" - how HR must rapidly evolve through changes in strategy, learning, leadership, and technology to adapt to today's agile management model. Detailed notes available from Bersin & Associates.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Developer & employee onboarding best practicesmkomarev
“Developer & employee onboarding best practices” is a structured summary of the best practices in the employee onboarding process. The document is designed to serve human resource professionals and hiring managers as a compact guideline for designing the onboarding program for their organizations.
The best practices were collected from numerous surveys of professional Human Resource consulting firms and from the case studies on the onboarding topic.
The deeper coverage of each part of the onboarding process can be specific for each organization and was intentionally left out of the scope of the best practices summary.
If you would like to contribute the best practices that will make the document more comprehensive, please write to me.
BambooHR founder Ben Peterson shares some powerful insight into Onboarding. Onboarding statistics, guides to what questions to ask in interviews, and how to help employees continue to grow into contributors.
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
The employment market has yet to recover from the pandemic’s impact, and we’re already planning for another year – one that will likely be no easier than the previous 18 months. Many firms are finding it more difficult to discover, hire, and keep talent as unemployment rates rise throughout the world. In this article, we have listed the top recruitment challenges in 2022.
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
HR Transformation-HR Business Partnering - Services HRBP-Consulting 03 2013Sabena Aerospace
Our website is under construction and will be launched soon. Would you like to know more about our HRBP-Consulting services, have a look at the ppt presentation.
Don't hesitate to contact us to better understand your HR business needs and design your customized HR solution.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Beyond the Crystal Ball –The Agile PMO - Heather Fleming and Justin RiservatoAtlassian
Perhaps we've set our project management officers (PMOs) up for failure. Without knowing it, we ask them to predict the future using a one-size-fits-all approach to best practices – and that just doesn't work. There is no magic crystal ball! Learn how an agile PMO can help your organization tackle the right work, at the right time, with the right teams using JIRA.
Global Scrum Gathering 2017
Title: Moving Toward Self-Managing in Titansoft - Experience Sharing
Speaker: Yves Lin & Stanly Lau
Track: Technical Track
Session Type: Business Agility [Advanced]
Summary: How Titansoft increases flexibility by increasing self-managing.
Learning Objectives:
1. How we introduce LeSS
2. How structure impacts culture
3. Ideas to deal with challenges of moving toward self-managing teams
4. Inspirations to deepen facilitation and coaching
5. Why change does not happen overnight and has to happen all the time
Two techniques to help you survive as a Product Owner. First, learn how to deal with seagull stakeholders. Second, learn how to easily and mathematically determine the complexity of your user stories and pare them down for your development team.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after 3,000+ hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to improve the “HR and Talent Management” function of your organization, and help you attract, develop and retain top talent.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com.
This Toolkit includes frameworks, tools, templates, tutorials, real-life examples, best practices, and video training to help you:
-Define and Implement your HR and Talent Management Strategy: (1) Summary of the Corporate and Business Strategy, (2) HR Analysis, (3) HR and Talent Management Capability Maturity Model, (4) Current State And Target State, (5) HR and Talent Management Mission, Vision & Values, (6) Strategic Objectives & KPIs to Reach our Vision, (7) Team & Budget, (8) Guiding Principles
-Define the 10 Pillars required to reach your HR and Talent Management Strategic Objectives: (1) Capability Management, (2) Structure & Governance, (3) Culture, (4) Competency Management, (5) Recruitment, (6) Talent Development, (7) Mentoring, (8) Performance Management, (9) Reward and Recognition, (10) Reassignment & Termination
-List your Potential Initiatives for each pillar
-Create your Business Cases and Financial Models to Assess your List of Potential Initiatives
Prioritize, Plan and Implement your Projects: (1) Project Prioritization, (2) Business Roadmap, (3) Governance, (4) Dashboards, (5) Project Implementation: Agile Methodology, Design Thinking and Traditional Methodology, (6) Continuous Improvement (7) Post Projects Evaluation and Lessons Learnt, (8) Post Strategy Evaluation and Lessons Learnt
-Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.
I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.
As per PTU's MBA HRM Syllabus Unit No. 1: Human Resources Management: Meaning, Scope, Objective, Functions, Roles and Importance. Interaction with other functional areas. HRM &HRD a comparative analysis. Human Resource Management practices in India.
Human Resource Planning: Meaning & Concept, Process and importance, Methods of Human Resources Planning, Importance of HRIS.
Job Analysis, Job Description, Job Specification & Job Evaluation – Meaning, Concepts and Methods.
Presenter: Brandon Stauber
Agile is a great tool for product development, but delivering agile at scale can be a challenge. This session will explore strategies associated with delivering effective agile methodologies at scale.
Brandon is a senior level Agile project leadership & strategic technologist with over 20 years of technology, FinTech, IT, SFDC/CRM and Dot.com experience.
A demonstrated strong and professional leader, an effective technology product owner, senior Agile scrum master, project manager and serial entrepreneur. Proven success in Dot.com enterprises, technology project management, digital inbound marketing, strategic business development, operations, finance and sales. A solid track record of the execution, delivery and delighting of clients and stakeholders in B2B and B2C technology products and services.
5. FIRST BIG REASON:
“Because HR’s strategic plan is very ambitious …
AKA we have a ?#@*&%! load of work to do!!”
• Complex Projects (micro-details, different skills needed, must work together)
• Prioritization (juggling multiple projects, different phases, defining value)
• Multiple Stakeholders (many people implicated, everyone affected)
• Revolutionary (what we are doing literally changes our way of life at Seedbox)
IMPORTANT & EXCITING & A LITTLE SCARY!
6. SECOND BIG REASON:
“All eyes are on us .. so it is REALLY important to
deliver our projects effectively and consistently!”
• We Affect Everyone (they know it, they feel it, they are watching us…)
• Momentum (so much is changing, people want more and fast)
• Consistency Builds Support (deliver continuous value, people will believe in us)
Balance of quantity & quality!
7. THIRD BIG REASON:
“We have already formed an alliance between
traditional HR and Marketing ... and it’s working …
so let’s take it to the next level!”
• Results So Far (our website, social club, communications program, Jobvite, etc..)
• Support From the Top (Our objectives = our company’s strategic objectives)
• Creation of Dedicated Team (HRMARKETINGCULTURECOMMUNICATION team)
• Marketing Director’s Goal and Commitment is to help this team…
BUILD Seedbox from the inside out!
13. HYBRID TEAM: responsibilities
• HR Programs (onboarding, performance, retention, recognition)
• Recruitment Strategies
• Internal Communications
• Event Planning
• Online Marketing (Website, Blogging, Social Media)
• Seedbox Branding
TO use an agile term, we have one big backlog!
15. HYBRID TEAM: how to structure
• The team is currently small (and mighty) … 2 full time staff
• Mix of backgrounds / skills (HR, Marketing, Communications)
• It will be a challenge to funnel all the projects into one backlog
16. HYBRID TEAM: how to structure
• To structure this team, we believe in the following:
• This team should be recognized as a unique unit at Seedbox
(aka: not just part of traditional HR practices)
• This team should support our vision to become a fully agile company
• To focus on delivering value for employees, our Marketing Director will
work directly with the team to build a framework using SCRUM.
• SCRUM will help us organize, prioritize, deliver, evaluate, improve and …
speak the same language as our peers!
17. HYBRID TEAM: roles & responsibilities
Roles:
• HR DIRECTOR – HR Sponsor & Stakeholder
• MARKETING DIRECTOR – Product Owner / Scrum Master
• 2 FULL TIME STAFF – Dedicated Scrum Team
Responsibilities:
• Building and prioritizing the backlog (HR & MARKETING DIRECTORS)
• Facilitating all the Scrum rituals and sprints (MARKETING DIRECTOR)
• Planning, committing, delivering, evaluating tasks (TEAM)
22. DISCLAIMER:
The transition of the HYBRID team to a SCRUM team will
not happen overnight. It will happen gradually over the
next few months … as we adapt and apply these
principles to our team.
SO WHAT ARE THE next STEPS?
23. NEXT STEPS:
PHASE ONE:
• Team Identity (unless we want to get stuck with using HYBRID forever..)
• Governance (objectives, ground rules, definitions of READY & DONE)
PHASE TWO:
• FAKE Sprints (slow integration of scrum rituals into how we execute projects)
• Daily Stand Up Meetings
• Creating the BIG BACKLOG (this will be a fun challenge for the Directors!!)
PHASE THREE:
• Preparing for Sprint 1 (actual planning and committing to first sprint)
• SPRINT 1 (first official sprint using rituals)