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Agility in HR

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Event description
Learn what are the specific skills that we need to use to run an agile transformation from a people perspective.

About this Event

DATES: 7, 9, 11, 14, 16, 18 - DECEMBER

SCHEDULE:

Mondays and Wednesdays: 10:00 - 12:00 | 15:00 - 17:00

Fridays: 10:00 - 12:00 | 13:30 - 15:30(Lisbon Time)

About

Today the most progressive companies have changed the HR role to a more coaching role, serving all the people, not just management. Although this changed view of the formal HR role is far from mainstream today, many organizations are experimenting with alternative structures, replacing fixed performance targets with OKRs (objectives and key results), and old fashioned bonuses with profit sharing.

This training is certified by International Consortium for Agile (ICAgile) and can lead to the certification in ICP-AHR. Learn more about ICAgile below.

The Agile People Fundamentals and HR training is aimed at people who are in what organizations traditionally call the Human Resources (HR) domain. Participants will come away with the knowledge necessary to tackle new ways of thinking and working equipped with people engagement practices that are more humanistic and values-based.

During the training we cover:

> Introduction to the agile approach and how it is related to Lean and systems thinking. Why work with agility?

> What characterizes the agile mindset and how to change the traditional HR processes when we are working with agile values?

> How should HR adapt work to create maximum value in an agile organization? How should recruitment, performance evaluations and salary discussions look like?

> What concrete examples are there? How have others done? What works?

> How can you use agile techniques like Scrum and Kanban for HR?

Agile People principles and work methods – that need to form the basis for decision-making in a complex environment where the only competitive advantage is learning faster than competitors.

Learning Outcomes

The importance of Psychological safety – what it means and how we can work actively to create a working environment that is characterized by a common view of how we can unlock everyone’s potential by making it ok to experiment and make mistakes and learn from them.

How to balance an agile culture with agile structures – while supporting an emerging strategy where people are involved in goal setting and creating a common direction (via OKRs or other types of relative goals instead of fixed budgets and performance goals)

How to work on behavioral changes in social systems to achieve an agile mindset and agile culture – by changing impediment structures (annual budgets linked to fixed performance goals and rewards).

To develop a Learning Organization – by enabling collaboration between silos.

How HR can support an agile organizational transformation – How to assess the current organizational structure and design a new structure that enables business agility, maximizes communication and collaboration within and among teams and enables the flow of value.

Goal setting and performance management in a new way – Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability and growth.

Salaries and benefits for an agile organization – Describe and contrast traditional incentive structures with Agile structures, discuss the pros and cons of each approach and explain how to apply them to organizations.

Agile role modeling – How to develop an organizational action plan for role modeling an agile mindset and to build new skills that will enable cross-functional teams.

Employee engagement in an agile manner – Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

Agile People principles and work methods – that need to form the basis for decision-making in a complex environment where the only competitive advantage is learning faster than competitors.

The importance of Psychological safety – what it means and how we can work actively to create a working environment that is characterized by a common view of how we can unlock everyone’s potential by making it ok to experiment and make mistakes and learn from them.

How to balance an agile culture with agile structures – while supporting an emerging strategy where people are involved in goal setting and creating a common direction (via OKRs or other types of relative goals instead of fixed budgets and performance goals)

How to work on behavioral changes in social systems to achieve an agile mindset and agile culture – by changing impediment structures (annual budgets linked to fixed performance goals and rewards).

To develop a Learning Organization – by enabling collaboration between silos.

How HR can support an agile organizational transformation – How to assess the current organizational structure and design a new structure that enables business agility, maximizes communication and collaboration within and among teams and enables the flow of value.

Goal setting and performance management in a new way – Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability and growth.

Salaries and benefits for an agile organization – Describe and contrast traditional incentive structures with Agile structures, discuss the pros and cons of each approach and explain how to apply them to organizations.

Agile role modeling – How to develop an organizational action plan for role modeling an agile mindset and to build new skills that will enable cross-functional teams.

Employee engagement in an agile manner – Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

Talent acquisition and the candidate experience – Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity and collaboration into the hiring decision.

Agile learning – Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.

Onboarding practices for agile companies – Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

Why the agile mindset is HR’s responsibility – Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken.

The needed changes in the HR core function – Relate how the need for business agility affects the HR function and organization and how it impacts HR team members’ roles and behaviors.

Practical tools, templates and exercises for HR – How an HR department can work with agile tools and methods, for example with Kanban, Sprints, Scrum and Retrospectives.Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity and collaboration into the hiring decision.

Agile learning – Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.

Onboarding practices for agile companies – Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

Why the agile mindset is HR’s responsibility – Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken.

The needed changes in the HR core function – Relate how the need for business agility affects the HR function and organization and how it impacts HR team members’ roles and behaviors.

Practical tools, templates and exercises for HR – How an HR department can work with agile tools and methods, for example with Kanban, Sprints, Scrum and Retrospectives.Target audience

Agile coaches, consultants, HR managers, HR Business Partners, HR professionals, line managers, operational & business managers and consulting managers in both the private and public sectors.

Target Audience

The target audience for this training includes people working in an HR role in organizations transforming to more Agile ways of working. Their current responsibilities may include aspects such as people development, recruitment, performance management, compensation, and employee engagement/motivation. They could have a specialist role or an HR Business Partner role.

ICAgile Certified

This training is certified by International Consortium for Agile (ICAgile), a certification and accreditation body. ICAgile works with course providers to accredit new or existing courses against comprehensive and proven Learning Outcomes. ICAgile collaborate with worldwide agile thought leaders to develop learning programs that lead people to agile mastery. Learn more about ICAgile

Agile People is an ICAgile Member Organization and this is an ICAgile Accredited Course.

Other target groups include Organizational Development Consultants, Change Managers, or Hiring Managers. Agile Transformation Leads exploring the people and structural aspects of transformations will also find this curriculum compelling.

TRAINING PROGRAM

Session F1: Introduction to Agile People and important principles/tools

The foundation of Agile People’s’ mindset is about the principles, values, methods, and tools that we need to start using to release competence and innovation – and what we stop doing. We discuss your challenges and certification assignment.

Session F2: Psychological safety as a foundation for a learning organization

The importance of an approach that is permeated by security and confidence to increase profitability and innovation – to increase creativity through a culture where it is ok to fail and try again. We play “The Psychological Safety Game” to facilitate dialogue about difficult topics

Session F3: Emerging strategies, structures, and goals

Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, goals, performance processes, and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and sub-optimization of departments. Mindset Slider exercise. WoWs to be used: Beyond Budgeting, OKRs, Impact Mapping, VSM, etc.

Session F4: Building conditions for agile culture

Creating conditions for a fantastic culture where people can perform at their optimal level with a sense of being supported and secure. The gap between structures and culture/values. Structure – Culture Misfit Role Play. The importance of country culture for an Agile transformation.

Session F5: The learning Organization as Strategy and the future role of HR and managers

Boundary Spanning and the Buddy System to increase cross-border collaboration and increase the opportunity to create a fantastic organization together. Tips and examples for the change journey and how HR and managers need to change their role to support it.

Session H1: How HR’s role is changing when we need to increase Business Agility 2

Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken. Job titles, competency profiles, titles, career, succession – how do we do it in an agile organization? User stories for HR and a T-shaped HR-person. Employee Journey mapping – pain points. Examples and cases.

Session H2: How HR can use tools and practices from Agile.

Using Scrum, Kanban, Value Stream Mapping and OKRs for HR is not so different from using it for Software development. What are examples and how can you design talent/people processes using the agile ways of working? User stories for HR – what do they look like? Examples and cases of Agile HR in reality.

Session H3: Performance management and examples & cases

Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability, and growth. 95/5 Exercise.

Session H4: Compensation and Benefits

Examples and Cases. Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach and explain how you could apply them to your own environment.

Session H5: Talent Acquisition and onboarding

Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity, and collaboration into the hiring decision. Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.

Session H6: Employee Engagement

Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.

Session H7: Learning and Development

Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.

Trainer: Andrea Provaglio

Bio

I work with leaders, executives, managers and teams in organizations that create intellectual products (mainly but not only in IT). I help them rethink their organizational dynamics, mindset, processes and practices, so that they can do business effectively in the 21st century.

I work closely with executives, owners, managers and operative teams and I do a number of things including one-on-one coaching, team coaching, consulting on specific practices and, occasionally, hands-on training.

I’m especially interested in distributed leadership and self-organization for knowledge-based organizations, a topic that touches on a number on subjects, including non-conventional organizational structures and individual and collective communication and social skills. And, I’m a long-standing Agile practitioner.

In over 20 years of professional experience, first in IT then in Agile in the broader sense, I worked with organizations in three different continents, as big the United Nations’ FAO and as small as dynamic post-startup companies. I have a wide range of expertise, in both the public and private sector, with both large and small organizations and with different cultures.

I'm based back in Italy but I've also worked for four years in the USA on a O-1 visa for "extraordinary abilities in Sciences”.

As part of my regular activities, I enjoy sharing what I know by speaking at major international conferences.

More information is available at: * http://andreaprovaglio.com/about * http://linkedin.com/in/provaglio * http://lanyrd.com/profile/andreaprovaglio/

References

We have previously trained participants from SKF, SE-banken, Marginalen Bank, Nordea, Volvo, TetraPak, Tele2, IFS, If, Svevia, Helsingborg, Uppsala, Manpower, Evry, TV4, Vitrolife, Rebtel, magine, Toca Boca, Dynabyte, Södertörn University, DEK Technologies, Vasakronan, IKEA, Blue Garden, Nordic Morning, Findwise and many other companies and organizations.

Evaluation of the last completed training ended up on average 4.83 on a 5-point scale.

FAQ

TERMS & CONDITIONS

Are there ID or minimum age requirements to enter the event?

The course is open to anyone age 18 and up.

What do I need to know if this is an online course?

If you attend a course that is delivered online. Then we will work with Zoom for presentations and team exercises, Mural as a digital canvas, Trello for keeping track of the agenda items and exercises, and Slack for communication between the sessions. You will receive links to all of the tools used in the training including the Learning Management System that will provide you will all the documents and videos in between every session.

There will be some work to be done after every session, so add about 5 hours more every week. Course literature and material will be sent to your location and distributed digitally. The certification assignment will be accomplished in the time between the sessions so that you will be ready on the day of the last session.

How can I contact the organizer with any questions?

Please use the email training@agile21.com.

Can the course be postponed/cancelled?

We reserve the right to postpone or cancel this course if there are insufficient registrations. If this is the case, you will be notified between 3 and 5 working days before the course start date. In this case, you will be offered an alternative date or a full refund. We will not be responsible for any other costs incurred.

All trademarks mentioned are the property of their respective owners.

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