What Does Agile HR Look Like?

When I first wrote my book Doing HR Better, I attempted to share simple-to-adopt approaches to think through the "same 'ol" ways we've done HR for years. To say that I do things differently in HR is an understatement, but I also get far different results. When asked how I do it, I share my strategies which are often followed by, "Oh, I'd never be allowed to do that."

Hmmm...

Most of what we do in HR doesn't require permission. It's about a different mindset and an approach that takes on forward-thinking. It aligns the best interest of both the company and the employee in a way that builds efficiency and effectiveness. It doesn't happen automatically - it takes a lot of work, but with a few foundational pieces in place, you can start off in the right direction.

For years, I've applied 3 simple core principles:

1. MSU - Make "Stuff" Up - In HR we rarely know the answers to anything, so we do our best with the information we have. Suffering from analysis paralysis is intolerable, so we call the ball...if we make a mistake, we learn from it and move on.
2. GSD - Get "Stuff" Done - Some may call it building the bike as we ride it. We can plan all day, but then nothing gets done. I'd rather start the road trip and make progress 70% prepared than to delay addressing the problem so we can be only 10% more prepared months later. We'll never be 100% prepared.
3. Better, Cheaper, Faster - We implemented the trinity of competitive advantage. If we could save time, money or improve the process, we did it.

As you do things, you find other models that overlap. The Agile model is one of those where I find that some of these principles overlap with at least 3 of the Agile Values.

Individuals and interactions over processes and tools

Our goal has been to automate as much as possible so we can spend more time with our people. That said, it's still an ongoing process. For example, over the past 3 years, we implemented a new HCM with the promise of automation, integration and the capacity to take the admin burden off of payroll, HR, and managers. Unfortunately, when the system doesn't work, it becomes a greater burden and it takes time away. Luckily, we had a great support team of consultants to help us through that mess until we found our current solution which is helping us to bring in the level of automation we had hoped the other system would have. Yes - I had to fire the first solution and I brought in a second solution.

When I reflect upon the first HCM, some may call it a mistake. However, here's what happened as a result. We were able to streamline processes to the point that we still save as much as 25% of our time (even with a bad system). Managers are engaging with the process...and we know because they are complaining about the system (where before they weren't). As we move to the new system, they are very aware of our needs and are active participants in helping us to design the next performance tools to help streamline the process and enhance the outcomes. It actually turned out to be a good thing that will help us to engage employees at a higher level than before!

As we incorporate the technology, it may seem like that is our focus. The opposite is true. Our use of technology will allow us to spend so much less time on the admin that we can focus more time on our people. Removing that admin burden from our shoulders allows us in both HR and as managers to spend more time focusing on what matters most.

Working software over comprehensive documentation

What if the documentation process just happened naturally? This must include both processes and systems. As part of our learning, we incorporated quarterly conversations...with this cadence, we created documentation that happens with the conversation, and with the new system that actually works, the manager can spend time with the employees and only a few minutes with the system. Our emphasis is "less feedback more often." As managers are able to access goals and performance tools from their phones, they can quickly tap a 5-star rating scale of 6 competencies, record any notes using voice recognition, save it, and send it to the employee - Done! The meeting happens, it's documented, and we move on. The relationship and interaction were the focus, not the documentation.

Responding to change over following a plan

This doesn't mean that we don't have a plan - but within the context of this Agile guideline, we set our annual plan within HR with enough fluidity to be able to pivot. HR aligns its goals with the corporate goals, but then things happen.

For example, when the contracts come in unexpectedly and production asks for 24 welders within 8 weeks in a market that doesn't have 24 welders available, you have to pivot. It doesn't matter that we don't have that in the plans. We adjust...and we figure out a strategic recruitment effort to target the local market and find those welders in a market that is bone dry for talent in the trades (which we did!). Because we were able to pivot, there was no panic and we were still able to work on the goals for the year.

A Real Focus on Agile

Now, while we can reflect back and say that was dumb luck and it's "not really what Agile is" (Yep...I'll hear that along the way), the reason for sharing this is that we in HR need to take on more of an Agile approach to doing HR. It doesn't mean that we have to follow the exact principles of Agile project management or follow the Agile Manifesto religiously. Instead, consider Agile as an approach or a mindset. For example...

• Remember: Agile is iterative...it's done in pieces. You don't have to run a sprint all year long. Identify areas within your HR plan where you can attack with improvements and enhancements.
• Agile is about efficient communication. If you can communicate something in a 10-second conversation instead of e-mail, skip the email. (In fact, we are starting to build in video emails to increase engagement with employees...so they can see us for 1 minute instead of deciphering a long email)
• Agile is about actual results - not just talking about it. Focus on GSD. Don't just plan - go get some stuff done. Let employees see the results and help them to benefit from them. Even small wins can result in big ripple effects.
• Focus on continuous improvement. Never underestimate the value of cutting down a process by 1-minute. When multiplied over the course of a year, that 1-minute may be worth hours. Start with one area and go from there. You don't have to fix everything at once.
• Finally for this post, TALK. You must dialogue regularly with your team. I meet with my team weekly as possible. As we talk about projects, we are able to brainstorm. Sometimes, we just talk - we have whiteboard conversations. Don't forget about the power of jam sessions.

Call it what you will, HR needs to find new and better ways to do it better for the organization to maintain and grow its influence to help the organization achieve its goals. As we do, we can help the company and employees achieve their best.

Here's to your success!

Dr. Wade

[email protected]

www.wadelarson.com

"Be the Leader in the Room"

Come see me in Wenatchee on December 12th at the AVHRA 2019 Employment Law Summit! More details at https://avhra.shrm.org/events/2019/12/2019-employment-law-summit