Digital transformation , Agility , Work 4.0 , NewWork , Futurework , … If you look at current HR magazines, you will quickly notice that the field of HR is currently anything but boring. Managing flat hierarchies, meaningful work, horizontal careers and agile teams are the daily tasks of a modern HR manager. So there seems to be a change and the vision of human resource management seems to be changing?
We want to revolutionize management in order to build extraordinary companies of the future with self-reliant employees and executives who can adapt extremely quickly in times of (digital) change (Andre Häusling – HR Pioneers )
Paradigm shift in HR
Currently leading HR experts define a change in personnel management from hierarchy and silo thinking to network and interdisciplinarity. Profit maximization to benefit maximization, external control and top-down decisions on personal responsibility and human expertise. HR is also required to convert incentive systems to recognition systems and to act as a companion or coach for employees.
So in the course of the 1. Roundtables on agility confirms the topic of agile personnel management as an important factor for agile companies. “People are the most important capital of a company”, is the consensus of the participants and in a war for talents the participants demand new methods and approaches to recruiting and employee development. The solution is obvious to the participants: Personnel management has to be agile!
Agile human resource management
If you look in a lexicon for personnel management, you will find the definition as the “sum of personnel design measures to achieve corporate goals. The term is often used synonymously with human resources or human resource management.” ( Gabler Business Lexicon ). Agile means “agile, active, lively” (for more, see my article on Definition of agility ). In summary, one could say that agile personnel management stands for flexible and agile measures for the personal implementation of company goals. In the roundtable on agility, I evaluated with the participants which areas were agile HR or should cover agile personnel management.
One requirement of the participants in the round table is the “agile employee”. This should not follow a fixed position or a pre-defined career plan, but rather take on a role. According to the participants, companies should prefer to hire “agile employees” and keep them for the long term.
Agile employees have an agile mindset and human maturity. Agile employees want to work with the company and develop together with them.
One of the highest corporate goals in times of the war for talent should be employee satisfaction and low fluctuation. How can agile personnel management contribute to this? In addition that has Consulting house PwC found out in a study that employees always have individual needs, but these needs can generally be classified into 5 categories:
- Type 1: Finds satisfaction in his work and tasks.
- Type 2: attaches importance to personal development and career opportunities.
- Type 3: Derives his satisfaction from how he is treated by his manager.
- Type 4: The key to his satisfaction lies in the relationship with his colleagues.
- Type 5: This employee wants to be proud of his company.
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Now companies have hired agile employees and everything is great! No, because the question arises: “What can such an agile employee do?”. What qualifications does this agile employee have? According to the participants, the answer is obvious: “agile qualifications”. But what exactly are such qualifications? In the sense of qualifications, agile stands for “moving” qualifications and skills. That means an employee is ready to familiarize himself with new and unknown subject areas and an agile personnel management supports an employee as a coach or companion at eye level.
An applicant should not be able to know what the company needs today, but should be ready to learn what the company will need tomorrow.
After it has already been clarified what agile employees are and what they should be able to do, the question arises how agile recruiting is structured, i.e. how I actually get to these agile employees. Specifically, that means: According to which criteria should an employee be hired? So should the focus here be on assessment centers and competence tests? According to the participants, this no longer plays a role in the War for Talents but:
The central task of agile HR is to ask the question: How can we work together? “
Example of agile human resource management
In the course of the 2nd round table on agility, there is an example of agile HR through the integration of Scrum elements. The aim was to develop a “cross-functional HR-IT business” team, which consists of experts from the entire company. The credo was that the HR customer, for example a developer, should sit on the committee and contribute ideas. The vision was: “One HR measure per week”. Every Tuesday in the weekly meeting HR measures were decided, prioritized and implemented within a week. Everyone in the company could visit this body and get involved. This means that the right people are always on the committee and everyone is voluntarily present.
Conclusion: more than Scrum!
Personnel management is in a state of upheaval and is influenced by many trends. It can be clearly shown that a paradigm shift in HR is imminent. There are currently some approaches to this change that are being tested by companies. What is certain, however, is that agile personnel management is not just “just Scrum” but involves a fundamental change in the way of thinking. What exactly agile personnel management looks like cannot yet be fully clarified, but first approaches were defined with the help of the roundtables, which can be further evaluated by the research project.
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