The age of digital disruption ushers in a radical shift in the way organisations perceive HR, hierarchy, and talent management. The early adopters of the lean methodology are replacing the traditional, one-dimensional, and sluggish processes with an agile framework that focuses solely on increasing efficiency and enabling continuous improvement.
The agile doctrine was initially designed to remove the bottlenecks and improve collaboration between the software development teams. Since then, it has been adopted by progressive organisations to reinvent how HR should function to attract, retain, and develop their skilled employees. With these people-centric organisations kicking their competitors to the curb, it’s becoming increasingly critical for others to pick up the pace and exhibit agile HR in practice.
In a 2017 Deloitte survey, 94% of companies reported that agility and collaboration are critical to their organisation’s success, and 79% of all global executives rated agile performance management as a high organisational priority.
Agile HR implies more co-creation, greater flexibility, constantly evolving solutions, and better adaptability between processes, employees, and projects to allocate finite resources responsibly.
The underlying principle is simple - identify the problem at its source and work your way up to ensure maximum flexibility. The solutions should be co-designed, tested, and frequently improvised to maintain coherence and relevance.
When it comes to employee experience, in practice, agile HR works broadly with systematic recruitment, defining shorter work cycles, ensuring autonomy and cross-functional collaboration, streamlining review meetings, and allowing more time for reflection and learning.
The very first interaction between the candidate and the organisation sets the tone for the entire employee experience. Several factors contribute to the process of attracting, hiring, and onboarding skilled employees, but organisations with agile HR at the helm enjoy a distinct advantage over the rest.
The new-age workforce demands an evolved way of working with flatter hierarchical structure and increased self-leadership. They do not shy away from responsibility and accountability, which may give rise to frictions if the leaders are not mature enough to provide them with space and freedom.
One of the standard old-school practices that the organisations are scrapping is the annual employee feedback process. Those surveys render no viable results as the data collected are already outdated and too complex to analyse.
Performance management is a crucial process that can arguably have the most impact on your employee experience. Without a healthy dose of agility, it can end up being process-heavy and ineffective.
The first step is to train the leaders so that they can guide the employees to align their goals to the organisation’s vision and objectives and keep track of the progress through regular conversations and feedback exchange.
Working with agile HR is about effectively influencing the employee experience at the organisation, down to the individual level. Implemented well, HR can work with real-time employee satisfaction insights to identify the core issues and take actions immediately. By visualising the data in graphs, reports and key figures, they are given the opportunity to demonstrate the extent to which their work creates business value, and thus the issue gets the bearing it deserves.
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