Human Resources. A sweet and sour contribution to the agile journey in big organizations HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done. Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms. Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?

1. Agile Roundabout
London, Sept 2018
Marco Calzolari + Luca Bergero
Human Resources.
A sweet and sour contribution to the
agile journey in big organizations
Marco Calzolari
Luca Bergero
@agilereloaded
agilereloaded.it

2. Ciao :)
We are reloaders!

3. Ciao :)
Testo per foto

4. Everyone at his own floor!
(Unfortunately)

5. Photo by SpaceX on Unsplash
What is the mission of HR?

6. We just need
excellent corporals!

7. Isn't agile
a new thing?

8. Photo by Darran Shen on Unsplash
Let’s back to fundamentals

9. Photo by Calle Macarone on Unsplash

10. Is HR involved?

11. Some HR challenges
> Vertical career model
are not compatible with new org models
> Skills shortage
in next 3–5 years
> Mismatching expectations
leads to employee dissatisfaction
HR workload: too many individual issues to address
People stay longer in non-fitting role

12. Career
Development of people

13. Career is a
Development journey
Professional growth
Personal growth
Impact evolution
Recognition

14. Development
Professional growth
Personal growth
Impact evolution
Recognition
hinder
support
multiply

15. Employability

16. having a set of skills, knowledge, understanding and
personal attributes that make a person more likely to
choose and secure occupations in which they can be
satisfied and successful.
— Dacre Pool & Sewell 2007
Employability

17. having a set of skills, knowledge, understanding and
personal attributes that make a person more likely to
choose and secure occupations in which they can be
satisfied and successful.
— Dacre Pool & Sewell 2007
Employability

18. having a set of skills, knowledge, understanding and
personal attributes that make a person more likely to
choose and secure occupations in which they can be
satisfied and successful.
— Dacre Pool & Sewell 2007
Employability

19. Employability improves
by collecting experiences

20. Promotion-based
Career Pathing

21. Promotion Based
Vacancy driven
Expectation driven
Individual career design
Promotion as a goal
Moving within silos
Promotion-based
Career Pathing
The New Path Forward
CEB Corporate Leadership Council™ 2015

22. Promotion Based
Vacancy driven
Expectation driven
Individual career design
Promotion as a goal
Moving within silos
Promotion-based
Career Pathing
The New Path Forward
CEB Corporate Leadership Council™ 2015

23. Experience-based
Career Design
Experience-Based
Business driven
Aspiration focused
Team/group skillset design
Growth as a result
Moving across system
The New Path Forward
CEB Corporate Leadership Council™ 2015

24. Experience-based
Career Design
Experience-Based
Business driven
Aspiration focused
Team/group skillset design
Growth as a result
Moving across system
Promotion Based
Vacancy driven
Expectation driven
Individual career design
Promotion as a goal
Moving within silos
Promotion-based
Career Pathing
The New Path Forward
CEB Corporate Leadership Council™ 2015

25. Paradigms. Integration vs substitution

26. Who has the
Career ownership?

27. Who has the
Career ownership
add value
over time

28. Career ownership
Subject Provides Subject How
PRODUCT
ideas
solutions
value
PARTNERSHIP
MARKET
needs
challenge
options

29. Career ownership
Subject Provides Subject How
PRODUCT
ideas
solutions
value
ROLE
PARTNERSHIP
MARKET
needs
challenge
options
TEAM / COMPANY

30. Career ownership
Subject Provides Subject How
PRODUCT
ideas
solutions
value
ROLE
PARTNERSHIP
MARKET
needs
challenge
options
TEAM / COMPANY

31. Who’s responsible for
Performance

32. Responding
Being competent
Acting
Managing results
Who’s responsible for
Performance

33. Who’s responsible for
Performance
RESPONSIBLE FOR WHO PARTNERING FOR
DEVELOPMENT
PERFORMANCE
PERFORMANCE

34. Who’s responsible for
Performance
RESPONSIBLE FOR WHO PARTNERING FOR
DEVELOPMENT COMPANY
PERFORMANCE
PERFORMANCE INDIVIDUAL

35. Who’s responsible for
Performance
RESPONSIBLE FOR WHO RESPONSIBLE FOR PARTNERING FOR
DEVELOPMENT COMPANY
CREATING
OPTIONS
PERFORMANCE
PERFORMANCE INDIVIDUAL DEVELOPMENT

36. Who’s responsible for
Performance
RESPONSIBLE FOR WHO RESPONSIBLE FOR PARTNERING FOR
DEVELOPMENT COMPANY
CREATING
OPTIONS
PERFORMANCE
PERFORMANCE INDIVIDUAL DEVELOPMENT

37. Career options for

38. Career options for

39. Career options for

40. Career options for

41. Human Resources Lots of Humans
RECRUITMENT
EMPLOYER BRANDING
CORPORATE COMMUNICATIONS
REASSIGNMENTS
POSITION CLASSIFICATION AND GRADING
SALARY DETERMINATION
COMPENSATION AND REWARD PROCESSING
PERFORMANCE APPRAISAL PROCESSING
PEOPLE DATA ENTRY AND RECORDS MAINTENANCE
CONSULTATION AND ADVISORY SERVICES
PERFORMANCE AND CONDUCT ISSUES
POLICY DEVELOPMENT
BENEFITS
INSURANCE
RETIREMENT
LEAVE TRANSFER PROGRAMS
UNIONS / WORK COUNCILS RELATIONS
TRAINING
KNOWLEDGE MANAGEMENT
HEALTH & SAFETY

42. Human Resources Lots of Humans
RECRUITMENT
EMPLOYER BRANDING
CORPORATE COMMUNICATIONS
REASSIGNMENTS
POSITION CLASSIFICATION AND GRADING
SALARY DETERMINATION
COMPENSATION AND REWARD PROCESSING
PERFORMANCE APPRAISAL PROCESSING
PEOPLE DATA ENTRY AND RECORDS MAINTENANCE
CONSULTATION AND ADVISORY SERVICES
PERFORMANCE AND CONDUCT ISSUES
POLICY DEVELOPMENT
BENEFITS
INSURANCE
RETIREMENT
LEAVE TRANSFER PROGRAMS
UNIONS / WORK COUNCILS RELATIONS
TRAINING
KNOWLEDGE MANAGEMENT
HEALTH & SAFETY

43. Human Resources Teams

44. Stable Adaptive

45. Organizational Legacy

46. BACK TO
BASICS
PARTNERSHIP GROW
CREATE,
DON’T ADOPT

47. Grow
Learn agile by
doing it
Involve and
decentralize
Improve
how to support

48. Thoughts?

49. Agile Roundabout
London, Sept 2018
Marco Calzolari + Luca Bergero
Thank you
very much
:-)
Marco Calzolari
Luca Bergero
@agilereloaded
agilereloaded.it

50. Agile Roundabout
London, Sept 2018
Marco Calzolari + Luca Bergero
Thank you
very much
:-)
Marco Calzolari
Luca Bergero
@agilereloaded
agilereloaded.it