Objectives

Upon completion of this course, participants will be able to:

• **Explain** the core values, principles, and mindset of the Agile Manifesto and apply them to the HR function.
• **Design** and implement an Agile approach to continuous performance management and feedback.
• **Apply** Scrum or Kanban methodologies to manage HR projects and service delivery iteratively.
• **Transform** traditional HR processes (e.g., recruitment, L&D) into employee-centric Agile sprints.
• **Facilitate** HR-related "discovery sprints" and minimum viable product (MVP) development for new services.
• **Structure** and operate an Agile HR team, including defining roles like 'HR Product Owner' and 'Scrum Master'.
• **Measure** the impact of Agile HR practices using metrics like delivery velocity and employee satisfaction.
• **Lead** the cultural change necessary for the successful adoption of Agile across the HR organization.

Target Audience

• HR Business Partners (HRBPs) looking to increase responsiveness and strategic impact.
• HR Leaders and Managers overseeing process design and service delivery.
• Talent Acquisition, Learning & Development, and Compensation specialists focused on innovation.
• Change Management and Organizational Development professionals.
• Anyone in HR seeking to move to a more flexible, employee-centric way of working.

Hands-on Scrum simulation (short sprints), Group exercises on Design Thinking for HR process, Case studies on Agile performance management, Retrospective facilitation practice, Role-playing Agile team meetings (e.g., Daily Stand-ups), Interactive discussions on cultural change.

Outline

Unit 1: Understanding the Agile Mindset and Values

Introduction to Agile and Lean

• The origins of the Agile Manifesto and its core values.
• Comparing the traditional 'Waterfall' approach with Agile methods.
• The concept of Lean principles (Value, Flow, Pull) in HR.
• Shifting the HR mindset from compliance to employee-centricity.

The Agile HR Principles

• Focusing on value co-creation over rigid processes.
• Embracing iteration, adaptation, and continuous feedback.
• Working with employees and customers over internal tools.
• The importance of transparency and psychological safety.

Unit 2: Agile Frameworks and HR Process Transformation

Implementing Scrum in HR

• Defining Scrum roles: Product Owner, Scrum Master, and Team.
• Utilizing the backlog, sprints, and daily stand-ups for HR projects.
• Conducting sprint reviews and retrospectives for continuous improvement.
• Case study: Managing a policy revision with a Scrum approach.

Applying Kanban and Design Thinking

• Using Kanban boards to visualize and manage HR workflow (e.g., employee relations).
• The five stages of Design Thinking in developing new HR services.
• Creating HR process MVPs (Minimum Viable Products) for testing.
• Value Stream Mapping to eliminate waste in HR processes.

Unit 3: Agile in Core HR Functions

Agile Performance and Feedback

• Moving from annual reviews to continuous feedback cycles.
• Implementing frequent check-ins and future-focused conversations.
• Linking performance to business value delivery and team success.
• Using 'OKRs' (Objectives and Key Results) as an Agile goal-setting tool.

Agile Talent Acquisition and L&D

• Using sprints to optimize the candidate experience and reduce time-to-hire.
• Iterative design and delivery of learning and development programs.
• Rapid prototyping of training content based on immediate needs.
• Onboarding as a continuous, adaptable journey, not a single event.

Unit 4: Structuring and Leading the Agile HR Team

The Agile HR Operating Model

• Designing the HR team structure for agility (e.g., Chapters, Squads).
• Defining new roles, competencies, and skill profiles for an Agile HR team.
• Strategies for effective remote and distributed Agile HR teamwork.
• Overcoming resistance and managing the transition from traditional HR.

Metrics and Reporting in Agile HR

• Key performance indicators for measuring HR agility (e.g., cycle time, velocity).
• Using employee Net Promoter Score (eNPS) as a measure of service value.
• Reporting progress and roadblocks to leadership and stakeholders.
• Fostering a culture of measurement and experimentation.

Unit 5: Scaling Agile and Future Trends

Scaling Agile Practices

• Frameworks for scaling Agile across a large HR function or entire enterprise.
• Aligning Agile HR teams with the overall business strategy and value streams.
• Integrating Agile principles into budgeting and resource allocation.
• The role of HR in supporting the organization's overall Agile transformation.

Advanced Agile Topics and Future

• Using visual management tools beyond basic Kanban boards.
• Connecting Agile HR to psychological safety and employee well-being.
• The future of the HR role in a fully Agile organization.
• Personal action planning for starting an Agile HR pilot.