Last week I spoke at Agile Tour in Toulouse and Montpelier. It was my first speaking event in agile tour and it was in French. I was glad I had a rehearsal in a meetup event in summer. So this was easier.
Speaking about HR in an agile tour is a risk for so many reasons. Firstly, agilists (coach and IT teams) do not usually have good experiences with HR. At best, it’s a polite existence, at worst, HR is seen often as an obsolete practice or obstacle for change and advancement. Secondly, with an agile structure, there is a common perception that agile organisation is flat and thus has no need for management, after all, auto-organisation is a modus operati. Finally, in combination, if there were any HR issues, these were inherently dealt with in the team or ignored. After all, it’s an agile tour and people will be keen to learn more about agile and not HR.
The turnout was what I expected and a nice cozy group of just over 10 people in each session. It was a great group for conversations and the group was curious as well as reflective.
My key message: Agile Coach and HR can be great partners.
The Batman & Robin, Bonnie & Clyde, Sherlock & Watson, a formidable duo. That was my experience when I worked as HR with an agile coach in setting up the team. The agile coach wanting to break all conventions, bring new practices, innovate and improve. The HR, the voice of reason, doing what is necessary to set up the scene, clear administrative and people hurdles.
The sub-title: Agile teams are made up of people and will have HR concerns.
It may seem counter-intuitive but each organisation is different in size, culture and practices. But every individual is a human being with human concerns such as career development, pay check, sense of belonging. While an agile organisation based on auto-organisation is rather flat in structure, it will still have a form of structure and roles to play.
The characters: Product, Delivery, Project Management (and more than 1 each)
A typical scrum team is made of 3 types of roles, product, delivery (architects, developers, testers etc), scrums master (agile project managers). While a scrum can be formed and disbanded to reform based on delivery, each role distinct. But in any team, everyone has a role to play and we can’t be all and do all. Clear understanding of roles and accountabilities are important for auto-organisation to work. These are horizontal functions, it also exists with vertical teams. For example, product owners as a vertical can develop expertise and share best practices.
The weapons: Agile have tools and so do HR
HR can bring in expertise in agile teams with competences and development, job description as a point of reference, group and individual evaluation. HR needs to innovate to match with agile development such as iterative recruitment and organisation set up, piloting and testing competency programs to developing organisation and adapting job profiles to agile requirements.
The storyline: Australia
There are no villains or crime to fight. It’s about building a country, working together for city development. If agile coaches can call on the expertise of HR to work on people issues and HR can call on innovative methods of agile coaches to provide structure, transition and change can be effective and deep setting.
The challenge: Acknowledging and appreciating one another
The challenge I left the group to ponder. How can both collaborate and communicate to begin working together? It requires the crossing of worlds, stepping out of comfort zones and reaching out. As I said, if there is no knocking on the door, there is no opening of the door.
All slides are in french.
I presented this with Pablo Pernot, an expert in change and agile. We’ve also recently launched our offer in HR transformation. http://transformationrh.fr . Yes, because HR really do need to transform their practice.
No comments yet.