"Designing people practices in agile organizations" mit Riina Hellström

Am 9. November findet unsere zweite Lean DUS zum Thema HR statt. Dazu haben wir Agile HR Coach Riina Hellström aus Finnland eingeladen. In ihrem Vortrag "Designing people practices for the modern, digital organization requires new talent from HR” spricht sie darüber, warum in modernen Unternehmen Personalarbeit anders gestaltet werden muss

Transcript

1. Riina  Hellström      @extemporea   Co-­‐crea5ng  a  healthy  future  of  work   peoplegeeks.net            @pplgeeks  
2. Fueled  by  passion,  vast  exper5se  and  a  will  to   succeed  together.   RIINA  HELLSTRÖM   CO-­‐FOUNDER,  PARTNER   DIRECTOR  AGILE  ORGANIZATIONAL  DEVELOPMENT   The art of being a great people professional includes a lot of practice, experience, successes, fails, knowledge, smiles, sweat, tears, laughter, theory, self-discipline, self- control, energy and trust. I’m here to do magic with your HR operations and help you grow healthy organizations.
3. HR
4. 4   what do you need from HR?
5. 5   Human RESOURCES
6. Industrial organization vs. Decentralized/networked organization
7. 7   Who makes decisions?
8. 8   Rewarding mechanisms?
9. 9   Who is doing the THINKING?
10. DIGITALIZATION OF SERVICES AND PRODUCTS REQUIRES THE ORGANIZATION TO MOVE TOWARDS AGILE ENTERPRISE MODELS AGILE IS THE “HOW” YOU LEAD A DIGITAL ORGANIZATION “Gartner predicts that, by 2017, 70 percent of successful digital business models will rely on deliberately unstable processes designed to shift with customers' needs” - Gartner: Predicts 2015: Digital Business Will Drive a Big Change Revolution Creating responsive and adaptive customer experiences requires the entire organization to be agile. Making that change begins with putting in place new governance standards and ways of working. - McKinsey, 2015 (Xavier Lhuer, et al.) What it takes to deliver breakthrough customer experiences The hallmark of successful digital organizations is to organize around digital platforms and the consistent customer experiences they deliver at the core. This requires converging business, technology and functions into agile teams with autonomy and accountability. This redesign has a ripple effect through many of the organizational systems and mechanisms: leadership, mandates, performance management, budgeting, matrix design, skills, talent, culture and how work is done. Oliver Wyman, 2015, Reframing The Organization For A Digital Future Pt.1
11. Moving to today… CHAOS report Source;  standish  Group,  CHAOS  report  2015,  interview  with  Jennifer  Lynch     h]ps://www.infoq.com/ar5cles/standish-­‐chaos-­‐2015    
12. 12   How does work work? Who is the customer? What is the value provided?
13. FROM THIS
14. 14   Scrum Kanban LeanKanban Less SAFe Something else agilish… quique_fs  via  Foter.com   Copyright  Mountain  Goat  Sobware,  Crea5ve  commons  licensed   TO MAKING THIS WORK!
15. SAFe
16. 16   WHAT IS HR?
18. What is Agile HR? 1.  HR for agile: 
 Designing working HR and management practices for Agile organizations. “making work work” 2.  Agile for HR
 Using Agile thinking, methods, workflow, cycles and collaboration practices in developing HR’s services and processes. 3.  Agile Values
 Agilemanifesto and agilehrmanifesto values
19. Industrial organization vs. Decentralized/networked organization
20. 20   INITIAL     REPEATABLE   DEFINED   MANAGED   OPTIMIZED   PROCESS  CAPABILITY  MATURITY  MODEL  
21. How can YOU help HR succeed? How can you build people operations TOGETHER?