In creating an agile workspace, the people aspects are often forgotten. And likewise, in creating an agile company, using traditional HR practices creates incompatible change. This is a case study on a recent experience where agility is a key method to achieve time to marketing in a context of change.

1. HR IN AGILITY & AGILITY
IN HR
BY JAS CHONG
A Case Study In Digital Transformation

2. Background - Change Needed
• Europe’s top travel
agency.
• Over 100 websites et
brands.
- Less than 20% were mobile
enabled.
- Fragmented mobile
experience.
• Local IT with different
systems and platforms.
• Change is needed
- Keep up with customer
behaviour or be obsolete.
- Change is essential for
survival.
2
External Market Conditions Internal Situation
03/07/2014
There are now over 1 billion
smartphones in the world.
#travel trends
In Europe, 32% of all Travel queries
on Google now
come from a
mobile device.

3. • Creating a synergised digital customer
journey. Time to market is key.
- Protect market share from disruptors.
- Ahead of traditional competitors.
- Innovate to enhance brand loyalty.
• Agile and multiple delivery through digital
hubs. (Web, Mobile, Big Data etc)
• Maturity of agile practices and types are
varied across different levels of maturity.
• A coordinated response is required.
- 6 months of change management &
communications.
3
Digital Transformation - Strategic Response

4. HR In Agility – In Web Hub
• Decision to change
technology from .net to
java.
- Lack of in-house expertise.
- External vendors required
to lead delivery.
• Locating Web team in
Stockholm
- Existing team experienced
in serving multiple markets
in Nordics.
- Practice Kanban
- Existing best e-commerce
practice.
• The team will deliver to
existing markets then to rest
of Europe.
• External vendor form 80%
of team.
- Cultural shift for internal
team.
- Distrust & lack of team
spirit.
• Vendor charged to set up
both delivery and hub.
- HR not consulted.
- Role of in-house team
unclear.
- Change management
non-existent.
• Behaviours mis-match from
Kanban to Scrum.
• 1.0 release in danger.
4
Background & Set up Key Issues

5. • Building the team by iteration in synch with
sprint planning.
- Just in time resourcing.
- Internal transfer of critical skills for change.
- External team for critical technical skills.
- Pair mentoring for knowledge transfer.
• Core team identified as nucleus for team
building.
• Involve HR in the process.
HR In Agility – Structuring Team

6. HR In Agility – Structuring Team
• Identification of core team.
• Team building
• Scrum team is cross discipline
but structure creates vertical
expertise.
• Clarification of roles.
• Individual coaching for
internal transfer.
6
Sprint 1 & 2
Head of
Hub
QA
Solutions
Architect
Delivery
Lead
PMO
Product
Lead
Product
Owners
Off-site
Developers
Positive: Agile Coach present to
provide scrum practices whilst I
focus on people change and
transition.
Negative: HR involved late and
required catch up. Structure is
not formalised with work
contracts.
Internal
Transfer
External
Vendor
Recruitment
for
Rlease
2

7. HR In Agility – Structuring Team
• Continuous transfer of
internal staff to team.
- Product Owners to
replace external
- Cutover to work with SA
& Integration.
- UAT & Training to work
with PO.
• Clarification of roles.
• Individual coaching for
internal transfer.
7
Sprint 2 & 3Head of
Hub
QA
Solutions
Architect
Delivery
Lead
PMO
Product
Lead
Product
Owners
Off-site
Developers
Positive: Work in pairs &
teams for knowledge
transfer.
Negative: No break
through in formalisation
of team.
Product
Owners
Cutover &
Release
UAT &
Training
Internal
Transfer
External
Vendor
Recruitment
for
Rlease
2

8. HR In Agility – Structuring Team
• Recruitment of key
roles.
- Job descriptions for
recruitment.
- Job descriptions for
internal transfer.
• Initiate planning for
release 2 roles.
• Formalisation of roles.
• Union discussion
commenced.
8
Sprint 4Head of
Hub
QA
Solutions
Architect
Delivery
Lead
PMO
Product
Lead
Internal
Transfer
External
Vendor
Recruitment
for
Rlease
2
Product
Owners
Off-site
Developers
Positive: HR in
partnership.
Negative: Resistance in
some internal staff.
Product
Owners
Cutover &
Release
UAT &
Training
Agile
Project
Managers
Business
Analysts
Customer
Experience
Operations
& Change
Onsite &
Offsite
Developers
Problem &
Maintenanc
e

9. Agile In HR – Adopt Change
• Defining responsibilities
- New roles are created, thus new
job descriptions.
- Focus on principle accountabilities.
- Conform to existing hierarchy.
- Added new competencies
(without a big competency
planning exercise)
• Focus recruitment on potential,
culture & behaviour in
environment.
- Like for like recruitment
discouraged.
- Technical skills a requirement only
for technical posts & similar skills
accepted.
• Building a complete team than a
“superman”.
- Combination of skillsets over 1
person who has it all.
• Resource planning every 3 months
with business. And by iterations.
9

10. • Union discussions
- Convinced unions on iterative growth in the team and
organisation set up.
- HR become a supporter & advocate for change.
• Resource Planning
- Just in time recruitment by sprint & release.
- Close collaboration on recruitment needs.
- Resources include external non-hires.
• Integration of team
- Job descriptions as point of reference.
- Review process reduced.
- Initiation of teams.
• Total Talent Management
- A team includes external vendors, independents, internal,
contractors.
- Team building for the whole team within limits of employment law.
10
Agility In HR – HR Practices

11. Agility In Organisation – The Hidden Trap
• Governance
- 1 time funding vs Incremental funding
ü Investors & management negotiation at
standstill for over 8 months due to size of
amount.
ü Iterative development incompatible with
waterfall budgeting process.
- Agile resourcing vs classic HRM
ü Annual review of requirements &
creation of job.
ü Recruitment of non-agile management.
• Sales & Operations
- Fear of launching pilots to market.
- Long process of definition of
requirements.
• Outcome
- Velocity of development affected due to
funding.
- Vicious cycle – lack of velocity impacted
confidence of management impacted
funding release.
11
Organisation Set up Impediments To Success
EPMO / Finance / Support
Functions
Agile Delivery Team
Sales / Marketing / Operations
Gouvernance

12. • Agile stems from values & principles = Culture = People
• Human Capital Management vs Human Resources.
• People & Culture vs Resource & Headcount.
• Total Talent Management vs Headcount Management.
12
Final Anecdote – Agile in HR HC
Key Diferences Resources Capital
Recruitment Like for like recruitment.
Replacement / addition of
headcount.
Recruitment by potential. Lower
cost acquisition to develop
potential.
Mobility &
Promotion
Individual performance & expertise.
Mobilise where there is need.
Impact & contribution to team.
Mobilise where there is potential.
Development &
Training
Based on needs in existing position. Based on needs for future
performance / post.
Management Hierarchical, top down. Team, collaborative.
Compensation Individual objectives &
compensation.
Team objectives and performance.

13. • An organisation is a living system. Change
impact is not isolated and thus requires
systemic considerations.
- For an agile team to exploit its potential, the
environment is important.
- Connected to the organisation includes
external parties and companies.
• For today’s HR to succeed in helping
organisations achieve success, they need
to consider the sum of all parts – total
talent management and culture.
Change Is Systemic

14. THANK YOU
WWW.ASCENTHCC.COM
WWW.THEDIGNITYOFWORK.COM
@ASCENTHCC
Jas Chong – Ascent Human Capital Consulting
Jas.chong@ascenthcc.com