Especially the demographic change (Generation Y / Z), as well as always increasing internet speeds , Home office and high competition in the recruitment of skilled workers force companies into a real battle for good talent. One solution for this can be the digitization of the HR process. In the following, I would like to show you a new type of HR funnel that I built together with customers during my time as a consultant.

Difference to classic recruiting

In traditional recruiting, job advertisements were used to select applicants in such a way that only suitable applicants apply for suitable job advertisements. Unfortunately, applicants often sent numerous applications. The consequence is numerous job interviews, which cost the company time and block executives.

The HR funnel in this article is intended to address the typical behavior of digitization:

Simply apply quickly and without obligation and see what happens .

A representative of Generation Z

Let’s not kid ourselves: our world is faster and less binding. The classic selection and the high matching process are far too time-consuming in a digital world. So that the high number of applicants can start, the process should be supported by technology.

HR funnel

In the following I used the typical sales funnel, which selects customers like a funnel. The aim is to attract as many interested people as possible and to select potentially interested people through various steps. In the following I present the process for the HR process and explain it again in more detail below. Basically, the message of the picture is that we draw the attention of as many potential candidates as possible to us and encourage them to apply. Then we check its suitability and get them to sign a contract.

Step 1: Awareness

The first step is to use digital media such as job portals and social networks to send as many applicants as possible to the company’s website and draw their attention. In addition, you should also use analog media such as employee recommendations and job fairs. To do this, define your channels and put people in the HR team full-time to draw the attention of applicants.

Important: It’s not about finding the right employees, but simply getting as many candidates as possible to go to the website and apply. Mass instead of class!

Step 2: Interest

Now you have managed to get numerous applicants to your website. You now want skilled workers to apply quickly and easily. Use a one-click application without a cover letter. Simply with the help of Xing or with a PDF CV.

The advantage of the one-click application is that you will quickly receive a large number of applications, as the preparation of documents for applicants alongside the job is often perceived as too time-consuming. The disadvantage is that you have to check numerous applications afterwards. This disadvantage is to be compensated in step 3.

Step 3: match

After a successful one-click application, send the applicants a link to the online assessment. You can use various questions to check whether the applicant fits the company both personally and professionally.

In doing so, you compensate for the numerous job interviews that you would normally have to hold. Especially since you will receive masses of unstructured applications through the first two steps, it is impossible to check them by hand.

Step 4: action

You now invite the few remaining applicants to an interview. This means that you have significantly fewer job interviews than before. You can also be sure that the applicants invited are a good match for the company. It is important that you qualify the applicants slightly beforehand according to company division and then hire them in an appreciative interview. Since most applicants do not start at the company until 3 months later, you have enough time to find a job at a later point in time.

Conclusion

In conclusion, I would like to give a few figures. In my experience, out of 100 applicants that we have won over at trade fairs, etc., around 50% actually apply with the one-click application. About 10 of these go into the match process. We often reject 50% of these, i.e. 5 applicants. We then invite the remaining 5 and post 2 of them.

So that you can now deploy the applicants flexibly, you should also establish new structures in the company. The idea is that you, for example, as an IT service provider, simply hire good applicants and then decide in which team they will work. This allows you to remain flexible, as often no one knows exactly what an applicant who starts in 3 months will then do exactly in the company. I recommend the Spotify model approach.

Reading tip: Spotify model

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Digital specialists in job advertisements

Nice that Handelsblatt states: “Especially in times of digitization, the demand for qualified personnel increases daily and companies try to attract new talent through active sourcing (i.e. direct contact with external candidates), job exchanges and personal contacts.“So we are looking for numerous partly new and old job profiles, which, however, are often not precisely described or writable.
The magazine Impulses warns of rash shots: “When it comes to digitization, many companies reflexively think: I need an IT specialist. But that jumped too short.“In an interview with the magazine, Thomas Bockholdt therefore recommends:”You need good project managers with an IT affinity who are able to motivate and inspire others. To take away their fear, to make it clear to them: Change does not bring uncertainty, but security. Because only with one change can we still be safe tomorrow.”
The magazine Handelsblatt therefore recommends setting a new focus especially for advertisements: “A job advertisement not only has to list requirements for the applicant, but can also exude a positive, inviting corporate culture by being attractively designed, containing all the important information about the company and the position and, above all, presenting the company’s advantages.“The magazine too Sales economy says: “It’s like in sales: if you want customers, you have to reach them and convince them of yourself. They really rarely come on their own and only if the brand is excellent.”

Generalist and specialist

The problem is often that there are hardly any training formats that do justice to the rapid developments in the digital sector, so that we have to rely on training in the company. This creates a wild, mutual poaching within the digital economy, which the  The need to invest in employee loyalty increases dramatically (source Sales economy ).
The question remains whether one should look for generalists or specialists. In the following figure I would like to show the generalist on the one hand and the specialist on the other.

In the first step we see the specialist. This often has a unique benefit and a clear USP. He can solve complicated problems and is easily searched for in almost all job advertisements. e.g. SQL expert, Java JEE programmer, ….

In the second step we see the generalist. He is an all-rounder and his area of responsibility is difficult to recognize and describe. I often see this in positions where consultants are sought. Since you want to set up the consultant broadly so that he can always find a place with the customer, this is very popular.
In addition to this generalist / specialist, I also looked at the level of experience. For this I came across the terms Streetsmart and Booksmart. Read more in the article on digital minds what practical experience and theoretical experience mean for a digital specialist.

Agility in a job advertisement

So the question now arises how do companies get digital specialists? There is no question that they cannot avoid a classic job advertisement. But how can I bring the necessary agility into one. The magazine Career bible represents the following top mistakes of job advertisements:

• The companies hardly go into it  concrete employer characteristics  on.
• They predominantly use  interchangeable attributions  like “worldwide”, “leading”, “international” and “innovative”.
• They don’t make it clear what they’re actually doing  different from other companies.
• You don’t ask  differentiating abilities of the applicant, but only according to standard characteristics such as “open-mindedness”, “commitment”, “ability to work in a team” and “flexibility”.
• Your job advertisements are from a craft perspective  written unprofessionally.

Now the legitimate question is: and then how do you do it better? I have to t3n found some answers, which I have cited and summarized in parts and presented here:

• Introducing a company like a startup
• Job advertisement like one Optimizing a website for SEO on a keyword
• No extravagant titles (Head of Heads, Head of Agile, Senior Expert of extreme Things)
• Humorous and entertaining spelling (not: a big world market leader, …)
• Don’t talk about the company, talk to the applicant
• Call to Action: Apply and get started right away; Get started with us!
• Prepare the job advertisement visually well

Additional tips on visual preparation can be found from Career portal Monster :  Text alone is no longer enough. A successful structure and a attractive design  of advertisements are the alpha and omega of accurate recruiting. The magazine gives the following three tips:

• Accompany testimonial statements with text through video interviews
• Make the location and workplace clear with a slideshow with photos
• Simply explain complex issues with infographics.

Conclusion and recommendations

Recruiting in times of digital change has not changed fundamentally, but there are some new requirements and questions that companies have to address. With more diverse job profiles, however, it is necessary to differentiate more precisely who you actually want to hire. This raises the question of generalists or specialists. While one can proceed very agile and is ready, the other can be used more for a specialty.
Of course there is the T-Shape Professional, which brings the perfect balance between specialist knowledge and general knowledge. Of course, someone is not just a generalist or just a specialist. Certainly everyone will delve into something or think outside the box.
Now such digital specialists are still being sought using traditional job advertisements. However, it has been shown that these change somewhat and are more like a pitch. The applicant should be addressed and found in the ad. So the job advertisement is more like: Can you do this, that and that, we are a cool company, do you fit in with us and do you want to work with us?
Reading tips :

• Agile HR
• Digital HR
• Rock your recruiting

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The skills of the individual employees are decisive for the success of the company and form the supporting framework of the respective company. HR management (HRM for short) or HR marketing is therefore a crucial discipline that is of significant relevance for the sustainable success of a company.

In order to find agile employees, on the other hand, you need agile HR – that is, personnel marketing and personnel recruiting that does not react, but rather acts purposefully, flexibly and actively on current economic conditions. Agile HR can therefore refer to both agile human resources (the agile employee) and agile HR management. In this case, the latter is treated under the term.

Agile HR for the company

You probably know job advertisements with titles like “Agile Software Developer Wanted”. But what defines such an agile employee and how does HR have to define itself in order to find motivated, flexible people for the company?

The agile employee no longer acts within the classic positions that used to apply in companies. Rather, agile staff in connection with a flexible, passionate willingness to perform brings skills that “go beyond the box”. Agile HR must therefore be aware of the changing circumstances in order to find the agile employees of tomorrow and thus to install agility in the company in the long term.

Agile HR as a discipline

In the meantime, companies are realizing the enormous relevance of a good HR department. There are clearly measurable values here, unlike in the finance department, for example, but not necessarily. The KPIs are clearly defined by the CFO, but HR’s contribution to value can only be read between the lines in places.

However, companies today do not fail in many cases because of a poor order situation. Rather, it is the omnipresent shortage of skilled workers that creates immense difficulties for companies. More efficient employees are worth their weight in gold. This applies to people, just as it does to machines in industrial companies. But of course it’s not just about the amount of work that the (agile) employee creates – it’s also about the value that is earned in the respective time. Agile systems offer opportunities here to optimize processes on a sustainable basis. Thus, of course, more and more importance is attached to HR management in the company as a discipline and the competence of HR is included in long-term planning.

The agile career

How do you create an agile career? Gloger and Häusling provide the first approaches with the definition: Instead of the strictly linear organization of companies, there should be agile teams consisting of agile employees. In this team, the employees contribute their extensive competence and experience without having to fear leaving any area of competence.

While a linear system prevails in the classic corporate structure, which has few or no options for agility, modern, agile companies are based on more dynamic organizational models that rely on interdisciplinary teams and managers for the meta-organization of the respective teams – based on the Scrum framework.

The role of HR management

As the illustration from Gloger & Häusling 2011, p. 35 shows, HR is of course also faced with new tasks in the course of the agile organization. Personnel management has to recruit employees who fit into agile systems as a personality not only because of their professional competence, but also because of their character. The focus is on team performance, goal and meaning-oriented action, as well as cooperative behavior.

Agile HR must therefore find personnel who take the original definition of the term HR (human resource) to absurdity. Management’s view of employees as a static resource that can be compared with a machine must be transformed into promoting the respective talent in order to set agile processes in motion and to be one step ahead of the competition.

The transformation to agile HR

But how do you convert an HR? Company-wide processes and entire career paths have to be changed. So far-reaching changes are necessary in the company. I would like to present a best practice in the following.

In the first step, the knowledge about agility is conveyed to your own HR team and agility is made palatable, so to speak. Agility is therefore first lived in the shadow of your own team. After this has been successful, this can be communicated to management and the first niche projects can be undertaken with opinion leaders in the company. So agility reaches the niche first. After a few successful projects, skeptics can also be included in the process, according to the motto: “Now you just do the Scrum Master!” After these have also been infected by the spirit, the cultural change in the company takes place automatically.

Reading tip : Recommendations for action on the shortage of skilled workers in SMEs

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What actually is a shortage of skilled workers?

Wikipedia says: As Skilled workers shortage This describes the state of an economy in which a significant number of jobs cannot be filled for employees with certain skills because there are no suitably qualified employees (skilled workers) available on the labor market. So is there currently a shortage of skilled workers in medium-sized companies?

No shortage of young professionals

If you look at current studies, there is actually a shortage of skilled workers in medium-sized companies not among young professionals, but especially in the senior sector. Also places like Big data experts and Industry 4.0 Experts, which are increasingly new professions, cannot be filled because there are simply not enough people.
It is also clear that companies like to hire people who can be deployed directly to the customer because they have already worked there. Training costs a lot of energy and money and companies are happy to forego these costs.
The example of consulting companies shows this quite clearly: the company’s major customer always has a need for new consultants. That means that every qualified consultant finds a place there immediately; which means that these companies hire for the whole year as soon as a good candidate applies.

Traditional HR under fire – skills shortage in medium-sized companies

The shortage of skilled workers in medium-sized companies costs according to the BVMW around 33 billion euros in lost sales or unrealized sales annually. Medium-sized companies react to this with a sustainable personnel strategy: The most important HR policy issue at the moment is to retain good employees. 63 percent of companies attach great or very great importance to employee loyalty. Preventing employee turnover even has a higher priority than recruiting new employees: At 45 percent, recruiting is only the fifth most important topic in medium-sized HR departments (source BVMW ).

How applicants are ripping off HR

In the Haufe magazine Prof. Dr. Kanning in his column : “How applicants rubbish HR” examines what actually happens in job interviews.

In many companies, the selection of personnel has the character of a stage play in which the advisory literature provides the script: the applicant knows what information to convey in his cover letter – exceptional suitability, high motivation, enthusiasm for a unique employer – and the company believes in to be able to recognize a good candidate from such a cover letter (source Prof. Dr. Kanning)

It shows that applicants are very well prepared for standard processes and know exactly what companies want to hear. As a result, the same processes are carried out over and over again, which always lead to the same candidates. He sums it up well with the following quote:

In the assessment center there is almost certainly a group discussion and all applicants scratch their hooves to be the first to run to the flipchart and structure the meeting.

Recommended action for agile HR: authentic and honest

This article got me thinking. If you look into the Brand one, you can find in the current special task “Consulting “the following: Who would have thought? Entire generations of HR professionals conjured up people; They observed and marveled at him, measured and weighed him, rewarded and punished him, placed him at the center of all their efforts – and in the end saw him more as a troublemaker than the focus. And now that we’re all just talking about technology, digitization, artificial intelligence, new tools and transformations, now of all times people have come back into focus. And this time we can’t get past him.
Especially the work in consulting and in medium-sized companies is based on people and a medium-sized company can often not offer as much in terms of money as a large corporation. I often had conversations with companies myself, and the same thing was kept coming back to me: exciting projects, well-known customers, great colleagues and short decision-making paths. After about 10 conversations, I asked myself: When will something new come? The tenor around me is also similar:

The jobs are all kind of the same. You are somewhere in IT, you are put to a customer all year round and you work there. Then you see each other again for the Christmas party. I don’t really care whether it’s company X or Y (respondent in the course of the article).

Application process vs. a casual conversation

However, one day I met companies that were different. Somehow more unprofessional, but authentic and honest. The interviews were more like a cup of coffee and an exchange of hobbies. The reason was: The tasks are so diverse that it is important what the applicant is willing to learn and how motivated he is. In practice, the current skills were mostly of secondary importance in the long term.

Work with us! We are flexible!

The arguments why you should work here were also different: They were companies that argued not with customers or teams, but with flexible work, home office and the compatibility of side projects and long trips. There was increasing internal attempt to renegotiate contracts with customers in order to provide a more agile environment.

Offer applicants added value

I think such behavior can be described as agile HR. An HR that understands the applicants of Generation X, Y, Z. What does he really want? Does he really want to travel in great planes with the Samsonite suitcase or does he just want to work one day in the home office every Friday? Medium-sized companies should reflect on values and try out concepts such as “Bring your own device”. You do not believe that a main argument for many of my respondents was to work on a Macbook instead of Windows.

Many service providers per customer

It’s about understanding the applicant and really offering them added value, why they should work for this medium-sized company. Many companies have their employees work for a large customer. However, this also includes many other service providers to which the employee can quickly switch and sometimes do the same job for more money. Agile HR must therefore find individual arguments that speak for its own company.

Tips for a more agile HR

I would like to conclude this article with some tips from Prof. Dr. Kanning, which go in a similar direction underpin. Companies can establish more agile HR, …

• … by realizing that compliance with formal standards when examining application documents says next to nothing about the suitability of an applicant;
• … by not asking pre-cut questions in the interview, but specifically addressing the requirements of the respective job;
• … by simulating real work situations in the assessment center and working with job-specific evaluation criteria and
• by no longer believing that they can intuitively recognize the right candidate even in poor selection processes.

In an article on Business insider Finally, I also found a nice quote. The author is frustrated that it is difficult for young professionals to find a job because they are always looking for long professional experience or high performers. She writes at the end of her post:

Be realistic at last! Invest in people who would like to work for you, pay them decently and you will get loyal, adaptive employees who will not go to the competition at the next better opportunity, but who are genuinely interested in learning from you and growing with you (Julia von Pidoll).

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Agile career

What actually is a horizontal career and is it also an agile career? Career bible says: “The horizontal career or Specialist career is characterized by the subject-specific development. ”
The problem is in the Computer week clear: Not everyone wants to be a manager and has an interest in spending his time on budgets, appraisal appraisals, and corporate policy skirmishes. In the IT environment in particular, there is a need to grow with technology and project topics and to position one’s own competence in the specialist world. Conversely, not every technically experienced employee is predestined to be an excellent disciplinary manager. The supervisor or the employee should recognize this themselves. This can easily lead to frustration because there are no other opportunities for advancement. The employee is then an internally recognized, but not an officially recognized expert in the company.
But what does it look like? There is a small example of this in the PM blog : For example, a career ladder for project and program managers might look like this:

• Project team member
• Project Assistant
• Junior Project Manager
• Project manager
• Senior Project Manager
• Program Manager
• Project Management Executive / Project Management Officer

Agile HR work

But why is the topic so relevant and why is it agile Personnel work necessary? This can be described in 2 words: Flat hierarchies. So says Andre Häusling in the Computer week : In agile companies, there are significantly fewer management positions with disciplinary personnel responsibility. Instead, there are more roles that require professional management of the employees. The managerial span of leadership increases, the leadership role changes. The decisive factor for employees is always the question of perspectives. They associate leadership with a higher salary and often see it as the only opportunity for a career. In the sense of the agile mindset, however, the success of an employee can no longer be measured by how many people report to him.
But what is the real problem? It all sounds easy! That’s how he puts it PM blog very well together: What sounds so simple and perhaps logical, is in reality a profound organizational and cultural change that has to take place in companies. And top management – as is so often the case – has to exemplify this change, actively support it and “punch through” against resistance.
Reading tip: Article on agile HR
So there is a lot of work for agile HR work and a cultural change in the mind is necessary. It will not be easy as an HR department to design and advertise an agile career and to get people excited about it. Especially when more and more experts are needed in times of digital change, such a career must be firmly anchored in the minds of employees! A permanent role change could be a best practice here. Maybe I’ll be a team leader for a few years and then a professional again to become a team leader again or I want to take it easy and just be a developer for a few years? There are certainly numerous approaches to an agile career. What are you aiming for?
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The role of HR in digital change

To a large extent, digitization also means tool support for various tasks. For example, the applicant selection can be done through a Big data Tool can be met faster or large numbers of applicants can be evaluated, contacted and invited faster and more neutrally. But overall it sums up that too Human Resource Manager magazine very well together:

HR is an internal service provider in the company. HR is there to deliver excellent administrative performance for the departments. Point. This goal alone is a challenge, because, let’s be honest, where do the services such as personnel administration, the creation of job references, the recruiting process and the administration of further training really run smoothly and in a customer-oriented manner?

Digital HR – more than just HR with an internet connection

The thought of digitization often makes us think of the Internet, software, tablets and smartphones. What is true at first. How often do you check your smartphone during the day? 100 times? 300 times? We are now used to being able to access information at any place and at any time. Real-time, networking and automation are the focus of digitization .
From this perspective, one dimension of digitization in the HR context opens up to us very quickly: easy access to HR services and HR information. Digital HR means anytime, everywhere – mobile and simple. If we are honest, this is often wishful thinking for a good part of the processes and services that we provide from HR (source: Intraworlds ).

E-recruiting in HR

Our world is becoming more and more digital – that much is clear. This trend has meanwhile also reached personnel recruitment. “E-Recruiting” is what he calls himself here ( Working ABC ). E-recruiting (“Electronic Recruiting”) is the term used to describe personnel recruiting using computer and web-based media. E-recruiting usually takes place via online channels and platforms on the Internet and is therefore commonly referred to as online recruiting. The aim of this electronic form of recruitment is to simplify and accelerate recruitment and to reach the right target group ( Working ABC ).
But what exactly is this e-recruiting? If you search you will find examples such as social networks, online job portals, career blogs, apps and messengers. To the end Career ABC But the whole thing nicely together: E-recruiting is more than just creating your own career page and optimizing it for mobile devices. It is a comprehensive concept that not only regulates the application process on all relevant channels, but also internal processes from the applicant management system to online assessment centers and employee reviews.

Digital HR – the focus is on people

In all of this, people and employees must not be forgotten. Without them there would be no change and without change there would be no world of work 4.0. Who can pave the way here? Only HR! Does digital transformation and organizational development affect an important core competence of HR managers (source: Heap ).
So there Heap The following proposal for action for the new digital HR such as: First, areas of responsibility must be shifted away from the supervisor to the employees. The effect: decisions are no longer made across several hierarchical levels, results become visible more quickly.
So HR faces some new challenges and many unresolved questions. It is now up to the HR managers to solve them through experiments and constant trying out. In the battle for young skilled workers, agility, new concepts and, above all, speed become important factors for success.
Reading tip: Recommendations for action for the shortage of skilled workers
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Personnel development in an agile context

Provides an approach Dr. Ralf Graesslerwho states the following: “What we are currently doing is not moving a battleship (= company) from A to B and then resting again. The digital transformation is not a change in the sense of a change management process. Rather, it requires that Breaking up existing thought patterns and structures towards a delicate adaptability. This will make it possible to deal with the complexity of the environment and the inherent constant willingness to change. We change in order to be able to change further. “.
Furthermore, Dr. Gräßler has numerous practical examples such as the following: “At a large transport company with over 50,000 employees worldwide, employees can define, document and compare their skills and goals themselves in order to” match “development opportunities using a global job platform. The positions are offered and maintained by the specialist departments themselves. What does HR do? A lot: empowering employees and managers to move in these new structures. It is not trivial. On the contrary, the tasks of HR in agile structures cannot be overrated – HR needs courage, methodological competence and knowledge of human nature in order to pursue agile personnel development and to do justice to the task complexes below. ”
This shows that personnel development in an agile context means understanding the changes in the digital world and reacting to them, as well as making a real contribution to value. Dr. So Gräßler provides a first introduction to personnel development in an agile context and also finds out for himself that many questions have not yet been adequately clarified and that it is therefore necessary to try them out.

Agile personnel development still raises many questions

Provides another approach Dr. Frank Edelkraut , which states that agile still raises many questions in the form of:

• Structure and process organization,
• Performance evaluation,
• Bonus systems,
• Co-determination,
• and much more.

In terms of agile personnel development, he is of the same opinion as Dr Gräßler, namely that many questions have not yet been adequately clarified. He sees the problem that the logic of agile work does not fit the current structures and the self-image of current organizations. He predicts long negotiations and conflicts. In addition to cultural change, that means the second task is to bring all stakeholders to one table.
Back to the actual topic: agile personnel development. So it changes somehow and the full scope in the agile context has not yet been sufficiently clarified, but the first approaches and guidelines have definitely been established with which company can start the first experiments and pilot projects. This is how Dr. Edelkraut said that personnel development and talent management will change as follows:

• More individual, more diverse, more digital, more social and more interactive,
• more autonomous by the employees,
• with new roles and areas of responsibility,
• as well as integration into day-to-day operations.

Summary

The two approaches of Dr. Gräßler and Dr. Edelkraut penetrate very well into the core of agile personnel development and also show the influences of digital transformation on it. Certainly it is not possible to summarize all ideas that deal with the topic, but I think that with the two authors at least a first idea can be given in the direction of this topic. In the end, I think that a picture by Jürgen Appelo visualizes the topic very well. Agile personnel development is actually not much more than developing people, protecting them and letting them go in the right direction. Kind of like a potted plant.

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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.

Agile employees

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.

Employee satisfaction

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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Agile qualification

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.

Agile recruiting

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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Der Beitrag Agile HR management – more than just Scrum? erschien zuerst auf agile Companies.