Speed is not a feature present only in technological means these days. There is an extension to all corporate departments, especially in the most strategic sector of companies.
Agile HR contributes to transforming the way companies hire new people, manage their staff, and grow in the market.
It’s common to hear that software engineering teams use the agile methodology to manage projects. However, the use of this concept is no longer exclusive to technology areas and is gaining strength in several departments.
In this competitive and ever-changing market, companies must also gain in speed, regardless of their size and position. HR contributes to this transformation by inserting in the company a culture of change of mindset, which, little by little, can have a very positive effect.
In this article, you will understand what means the term Agile Human Resources (HR) and its role in project management. It is useful for bringing teams together to find better results.
What is Agile Methodology?
The Agile Methodology, which is directly related to HR, is a resource used in software development that anticipates flexibility and applies doses of pragmatism to deliveries.
Knowing the Agile Methodology can help HR professionals to organize, plan and act better in the chosen strategies. That’s because SCRUM, Tribes, and Squads are Agile techniques that can also be applied to your work routine.
The Agile Methodology exists since 2001 and is based on the Agile Manifesto, a document with a series of guidelines regarding what would be agile software development, it emphasizes communication between teams.
Another major focus of the document is consumer satisfaction. As its main orientation is the division of tasks into smaller parts, which can be addressed more quickly, within Agile the user experience is seen as something very important.
How does Agile Methodology work in HR?
After becoming popular as a methodology, Agile began to expand into fields other than software creation. What began with a discussion of how to scale Agile beyond the technology departments, ended with creating ways to better manage budgets and people.
Agile HR was born from the recognition that most of the concepts in the Agile Manifesto could be carried over into the work of the human resources department without prejudice. Thus, teams responsible for recruiting, training, and communicating with the teams were able to contemplate a new way of doing their jobs.
But for Agile to work outside the software production environment, one thing is sorely needed: the team has to be willing to study it and adapt it to the specific scenario they face daily. There is no way to simply follow a specific framework.
Furthermore, it is important to test and implement the methodology little by little. Therefore, it is better to segment, start with micro teams and micro-processes and then go on testing.
The traditional employee acquisition process when replaced by Agile becomes different as well. Instead of his business publishing vacancies only when he sees the need for them and then starting a talent search, he starts to keep in constant contact with professionals, strengthening his brand and taking advantage of his presence on social media to do so.
How important is this methodology for the HR sector?
HR does not gain optimization, precision, and quality, only with the implementation of technologies. These tools must be the result of an internal philosophy focused on innovation. In this way, HR becomes a fertile ground for the growth of agile methodology.
In this scenario, agile HR promotes the growth, involvement, and pleasure of teams in the work they perform. Once, professionals realize that their skills and abilities are valued by the company, as well as contributing to the success of internal projects.
Another gain with the agile HR methodology is the construction of collaborative teams, with autonomy to innovate and composed of professionals with different profiles. Regarding this last benefit, an article on the McKinsey & Company website revealed interesting data.
How to implement agile HR in your department?
Understanding that the agile HR methodology is important for the company’s future is one thing, but implementing it is another part of the story. It would not be surprising if agile HR required a planned implementation based on important practices, given the profound effect it has on HR structures.
For the planning phase, managers will carry out a thorough study of the reality of the HR team, processes, and virtual tools. This will make it easier to pinpoint the strengths and weaknesses of the sector.
Based on the data collected by this survey, it is possible to define the team’s qualification and training needs. This practice will be essential for employees to understand what it is and what the effects of implementing the agile HR methodology will be.
Setting goals is important for directing the implementation of agile HR. To set effective goals, managers need to set challenging but achievable goals.
Furthermore, the use of appropriate performance indicators (KPIs) is essential. In this way, the team will understand how goals your team achieves, as well as the fulfillment of tasks related to them.
Managers must delegate responsibilities to HR employees. By doing so, everyone participates in the implementation of the agile methodology, feels the benefits, and perceives the changes that they cause in the demands.
One concept that will help in delegating responsibilities is Kanban. Through a framework visible to the entire team, managers define tasks, deadlines, and those responsible. After completing the steps, those involved can be rewarded.
The internal culture of HR and the company maintains the Agile mindset. Managers cannot think that once the methodology settles it and the team will continue guiding it.
The permanence of agile principles depends on an internal program of continuous training and learning. Otherwise, the positive effects of the methodology are lost over time. But what should this training program look like?
The best strategy is to use innovative learning methods such as gamification and experiential activities. In this way, employees will have better information and their engagement rates with classes will be higher.
Without leadership support, the effects of the agile HR methodology will not last. To engage company leaders, HR can hold meetings to present graphs with results of agile practices measurement KPIs.
In addition, in the internal leader development program, there must be classes, lectures, and dynamics that show the advantages of the agile methodology in the company.
Thus, HR will be laying the foundation for the methodology to remain in the company’s future.
Differences between Agile and Traditional HR
There are some differences between the two HR. You can see how the transformation takes place in some day-to-day processes.
Traditional HR only starts its recruitment and selection processes when the position is already open;
2. Training and development
The traditional method seeks to develop employees until they reach the desired level of performance, that is, they do not take full advantage of what that employee can offer;
3. Career projection
The position of employees often makes it difficult for the professional to change careers or even be able to bring innovations to the area;
4. Talent management
The team is responsible for attracting, developing, and evaluating talent.
Agile HR has a continuous employer branding strategy to attract talent;
2. Training and development
Create a constant learning environment, in which employees can develop in different areas;
3. Career projection
The worker obtains a wider range of knowledge, being able to act on several fronts.
4. Talent management
The employee becomes responsible for their development, as they have a good training base. In addition, Agile HR makes it easier for managers to be active in the attraction, development, and assessment processes.
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