“Agile” is basically a way of thinking about how organizations need to adapt in a complex, competitive and changing world.

The movement advocates for more flexibility and adaptability, working in short feedback loops, with more independence and transparency, an increase in learning and an easier path to generate more value for the organization.

Image of the boss from Office Space talking about putting a Cover Sheet on the TPS report, an example that illustrates why the Agile HR movement advocates for less bureaucracy

 

The Agile Movement for HR

Referencing the Agile HR Manifesto, there are some quick and simple (by design!) things to consider for moving your team or organization into an agile model.

  1. ASK THE PEOPLE WHAT THEY WANT

In HR projects, HR should work with operational managers, other departments and employees (cross-departmental teams) on a daily basis throughout.

If you are having a tough time motivating employees, it doesn’t hurt to ask them “what kind of incentives would you really appreciate?”

Did you know that there are 5 languages of appreciation, and each language means something different to each different person?

2. DON’T STIFLE LEADERSHIP

Build projects around motivated individuals.

Give them the environment and the support they need and trust them to do their job

3. FEWER MEETINGS, MORE AUTHENTIC COMMUNICATION

Face-to-face communication is the best and most efficient way to exchange information. Both to and within the HR team.

This is what a great mentor of mine called “leadership by walking around”.

4. Keep It Simple, Silly

Simplicity – the art of maximising the amount of work that is not done – is important. Fewer forms, processes, and policies, not more.

5. Get Real, Get Real Feedback

At regular intervals, the team reflects on how it can be more effective and adapts its behaviour accordingly.

Take the 360° Feedback process and apply it to your team. This will help foster frequent and transparent communication, increased self-awareness, and a clearer understanding of goals and expectations.

Author: Jasmine P. Ramratan

Jasmine has over 15 years of human resources and progressive management experience in government and the Department of National Defence.

Jasmine is a positive, high energy and gregarious person who enjoys pushing her limits in new and exciting realms. As she transitions to a second career following nearly 15 years of service in the Royal Canadian Air Force, she is seeking new opportunities to exercise her leadership, HR knowledge, and love of public speaking.

In her spare time, Jasmine serves on the Board of Directors as the Vice Chairperson for the national charity Courageous Companions which provides service dogs to military veterans and first responders who have physical and/or psychological injuries from their service. This cause is very close to her heart as a military veteran, spouse of an injured veteran and dog lover.

She is looking to expand her leadership roles by engaging in opportunities to mentor young human resource professionals to continuously have a positive impact on the industry within Alberta. She firmly believes that philanthropy is one of the most rewarding and personally fulfilling ways to use her talents and has committed to dedicating a portion of her time to these endeavours.

Jasmine holds a Bachelor of Science degree from the Royal Military College of Canada, and the Certified Professional in Human Resources designation (CPHR) since 2014 and has native language abilities in French and English, and a working knowledge of Spanish and German.