28 May - 29 May 2021
09:00 - 17:00
Location to be defined
Ho Chi Minh City
If you are an agile coach, HR professional or in a leadership role, you need to understand how people strategy and people operations need to change when working in a company that embraces the agile value structure.
The Agile People Fundamentals training covers three perspectives that every HR-person or leader needs to be aware of:
Individual perspective (YOU)
- Knowing yourself and why you do what you do
- The Reiss Motivation Profile (RMP) shows your basic needs and motives, and contributes to a better understanding of yourself and your leadership, and why you do what you do.
- Helping others find their perfect place in the organization taking their personality and situation into account
Team perspective (WE IN OUR TEAM)
- How to increase the pace from immature to mature high-performing teams, using skills for communication and conflict resolution
- How to grow and develop teams to be independent and empowered to make their own decisions, for example about their contribution to the organization’s goals or their salaries
Organizational perspective (ALL OF US)
- How to balance an agile culture with an agile structure by providing enough support for emerging strategies where all people are involved in setting the direction (via OKRs or other kinds of relative targets)
- How to work to change behaviors – accomplishing an agile mindset and culture through removing limiting structures (budgets linked to fixed performance targets and rewards)
- Create a Learning organization where it’s ok to make mistakes and learn from them (requires a platform of Psychological Safety)
- Introduction to Agile People and important principles / tools
The foundation of Agile People’s mindset is about the principles, values, methods and tools that we need to start using to release competence and innovation.
- Psychological safety as a foundation for a learning organization
The importance of an approach that is pervaded by security and confidence to increase profitability and innovation.
- Emerging strategies, structures and goals
Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, goals, performance processes and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and sub-optimization of departments.
- Building conditions for agile culture
Creating conditions for a fantastic culture where people can perform at their optimal level with a sense of being supported and secure.
- The learning Organization as Strategy and the future role of HR and managers
The Buddy system to increase cross-border collaboration and increase the opportunity to create a fantastic organization together
- Summarizing and following up on our own challenges and the next steps.
Day 2 – Agile People HR
- How HRs role is changing when we need to increase Business Agility.
Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken.
- Performance management and examples & cases:
Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability and growth.
- Compensation and Benefits.
Examples and Cases. Describe and contrast traditional incentive structures with Agile-friendly structures.
- Talent Acquisition and onboarding:
Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity and collaboration into the hiring decision.
- Employee Engagement:
Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.
- Learning and Development:
Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on development of new skills and capabilities.
- The Agile Workplace:
The necessary change in the physical and digital work environment – tailoring for different needs.
- Conclusion and retro, KUDOs.
- Chief People Officers, HR Directors, Chief Operating Officers, Country Managers, Managing Directors, who are challenged by complex environments and look for more adaptive organizations
- HR professionals, who are interested on learning new tools, practices and theories on how to be more effective in cooperating with their organization
- Managers and Directors, who are looking for new ways on creating organizations for new ways of working
- Agile Coaches, Scrum Master, Change Agents