A Guidebook For HRBPs Agile HR 101

Agile HR 101
A Guidebook for HRBPs
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Roadmap
HRBP
HRBP
HRBP Question 4
HRBP Question 2
Question 3 What Are the
Question 1 Where Does
What Are the Core
What is Agile? Agile Come
Benefits of Agile? Components of
From?
Agile?
HRBP HRBP HRBP

Question 5 Question 6 Question 7
How Are Other What Are the How Can I Use
HR Keys to Success Agile Techniques
Organizations and Challenges in My Day-to-Day
Using Agile? With Agile? Work?
INTERNAL or RESTRICTED
1 © 2018 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Agile: Defined
“Agile” describes a
collaborative, flexible
way of working. Agile is a collaborative way of working that
embraces change, drives efficiency through iteration
and customer testing and measures success through
outcomes rather than inputs.
Agile principles grant teams more flexibility to make

decisions about how best to work in order to achieve their
goals.
Agile was originally used for software development but is

now more frequently being applied within other
business areas, including HR.
Source: Gartner
Lots of Chatter About Agile HR Around You
Sample Headlines on Agile HR

There are many, often
conflicting headlines in
the popular press about
applying agile principles to
HR’s work.
• Given its success within IT The New Rules of Talent How HR Can Become Agile
functions, agile has Management: HR Goes Agile (and Why It Needs To)
become a popular topic for
other business
professionals, including
HR professionals.
• Perspectives on the value

of agile for HR functions,
as well as how to apply
Agile HR Likely to Transform How Why Do Managers Hate Agile?
agile within HR functions,
We Manage People and Work
vary significantly.
Source: Peter Cappelli and Anna Travis, March-April 2018, https://hbr.org/2018/03/the-new-rules-of-talent-management#hr-goes-agile. Jeff Gothelf, June 2018,
https://hbr.org/2017/06/how-hr-can-become-agile-and-why-it-needs-to. Barry Lawrence, 3 April 2018, https://www.hrci.org/community/blogs-and-announcements/hr-leads-business-
blog/hr-leads-business/2018/04/03/agile-hr. Steve Denning, 26 January 2018, https://www.forbes.com/sites/stevedenning/2015/01/26/why-do-managers-hate-agile/#6709cb283a57.
There is Varied Use of Agile in HR Functions Today
Degree of Using Agile or Lean Product Development Methods Within HR

HR leaders have varying Percentage of HR Leaders
levels of experience with
using agile in their
functions. 3% 20%
Not Sure Plan on Using
• Twenty-nine percent of Agile Within
HR functions have used HR
an agile approach within
the function at some
point. 13%
Have Used Of the 29% of
Agile Within HR functions
48% HR that have used
Have Never agile within HR,
Used Agile 65% share
Within HR they have
seen entirely
16% positive
Have and Will Continue to results.
n = 246 HR leaders.
Use Agile Within HR
Source: Gartner 2019 Future of HR Agenda Poll Survey.
Roadmap
HRBP
HRBP
HRBP Question 4
HRBP Question 2
What Are the Core
From?
Agile?
HRBP HRBP HRBP

Agile Originally Came From Software Development
Traditional “Waterfall” Model to Managing Work

Most organizations were
originally structured and
worked according to the
“waterfall model,”
characterized often by a
Boss
rigid, vertical hierarchy
and a more bureaucratic
project planning process.
• Roles
• Like most manufactured • Rules
products, software was
first developed by • Plans
creating a project plan, • Reports
Individuals
designing and creating
the software product
itself and finally releasing
a product based on the The “waterfall” structure and method has a rigid hierarchy where
design over a period of leaders plan project requirements and must approve of all design
several months. changes, slowing down progress if the original plan isn’t perfect.
Source: Gartner
Their Traditional Approach to Work Had Limitations
Common Challenges Within a Traditional Waterfall Model

Software developers
recognized that their
“waterfall” model of Rigid Process Steps Longer-Term Process
managing work led to
several common
challenges. The waterfall model expected developers The waterfall model used an end-to-end
follow a rigid plan and series of steps, development process with so many steps
which made it difficult to make slight that products were slower to market and
changes to the process depending on the sometimes were even obsolete by the
unique needs of the product. time they were released.
Business-Led, Not Customer-Led, Rigid Hierarchy and Process

Process Sign-Offs
The waterfall model prioritized outcomes The waterfall model required people at the
that benefitted the organization, like top of the hierarchy (i.e., leaders) to sign-
efficiency, and were often at odds with the off on process changes and innovations,
needs of their external customers. often removing the ability of the workforce
to work creatively.
Source: Gartner
Agile Emerged as an Alternative Approach
The Waterfall Model

Instead of the waterfall
model, software Concept Definition
Requirements Development
developers created the and Business Design Deployment
Definition and QA/Testing
Case Approval
“agile” model in 2001.
• The agile method was A detailed requirements • No iterations; build to the specifications identified earlier. Full quality
intentionally different definition specifies all the • Submit change requests if needed. and value of functionality
from the waterfall technical functionality that • End-to-end functionality is delivered late are typically verified only
must be built. in the cycle. on release.
approach and was
structured to maximize
the speed and flexibility The “Agile” Model
of its project teams.
Concept Definition High-Level
Release-Scope Deployment
and Business Requirements Sprints
Planning
Case Approval Definition
• Gather detailed requirements. • Detailed Requirements

• Prioritize capabilities. • Develop
• Front-load functionality for user reactions. • Test
• Rescope or cancel requirements if effort to build exceeds benefits. • Integrate
• Reprioritize
Source: Gartner
An Agile Approach Has Several Key Benefits
Common Outcomes of a Shift from a Waterfall to Agile Model

The agile model was
designed to address the
most common challenges The Waterfall Model The “Agile” Model
raised by the waterfall Deployment
model. Rigid Process Flexible Process
Steps Steps
• Many of the benefits of
agile for software
development also have Longer-Term Shorter-Term
potential positive Development Development
implications for HR Process Process
functions, including
allowing HR to create Business-Led, Customer-
solutions that reach the Not Customer- Informed and
workforce more quickly, Led, Process Centric Process
are more relevant to
employees, and can Rigid Hierarchy Fluid Network With
more readily adapt to and Process Frontline “Decision
changing workforce Sign-Offs Rights”
needs.
Source: Gartner
Roadmap
HRBP
HRBP
HRBP Question 4
HRBP Question 2
What Are the Core
From?
Agile?
HRBP HRBP HRBP

Agile Can Improve HR Outcomes
Sample HR-Related Outcomes of Using an Agile Approach

Implementing an agile
approach can drive a
number of positive HR-
related outcomes.
HR Solution Responsiveness HR Solution Relevance to Employees
An agile approach allows HR solutions to be An agile approach focuses on treating

released more quickly, allowing faster employees like actual external customers,
responses to employee needs and concerns. ensuring that employees want, need and use
the resulting HR solutions.
An HR solution design process that evolves over time, in line with an agile approach, can improve
employee performance by up to 15%.
Source: Gartner
“For us, agile has unlocked the potential of HR that we always knew was present, but was often hindered
by the ways we typically worked. It’s been a win-win approach for us and our employees.”
- HR Leader, Consumer Products
Agile Can Improve Business Outcomes
Sample Business Outcomes of Using an Agile Approach

Implementing an agile
approach can also drive a
number of positive
business-related
outcomes. Customer Satisfaction Product Delivery Speed Long Term Growth
An agile approach prioritizes An agile approach An agile approach prioritizes the

customer needs first, over all prioritizes shorter project highest-value work, rather than the most
other needs or interests, in order increments, effectively cost-effective work, with a goal of
to ensure customers are attracted reducing a product’s speed remaining focused more on long-term
and retained. to market. growth (and less on short-term goals).
“Agile to us means higher quality products, faster results, and more dedicated people.”
- HR Leader, Financial Services
“In truly agile organizations, everyone is passionately obsessed with delivering more value to customers. The
firm adjusts everything—goals, values, principles, processes, systems, practices, data structures, incentives—to
generate continuous new value for customers.”
-Steve Denning, Agile Advocate and Business Consultant
Source: Gartner. Steve Denning, March 2018, https://www.forbes.com/sites/stevedenning/2018/03/11/can-hr-become-agile/#8a6765b4ae30.
Roadmap
HRBP
HRBP
HRBP Question 4
HRBP Question 2
What Are the Core
From?
Agile?
HRBP HRBP HRBP

A True Agile Approach Has Three Main Elements
The Three Elements of Agile

There are three main
elements to a true “agile”
approach: a project Agile
management approach,
an organizational design
and a mindset. Project Management Organizational
Mindset
Approach Design
• In order for an approach
to be fully considered Sample Components: Sample Components: Sample Components:
“agile,” aspects of each • Shorter work cycles • Fluid decision-making • Customer centricity
of these three elements network
• Iteration • Embracing change
need to be present.
• Customer feedback • Less hierarchical • Failing fast and learning
• Minimum viable products • Cross-functional teams quickly
(MVPs) • Internal stakeholders treated • Collaborative attitude
• Project-focused teams as external customers • Openness to feedback
• Changing requirements over • Product owners as primary
pre-planned requirements project stakeholders
Source: Gartner
It’s Good to Be Familiar With Some Basic Terms
Glossary of Common Agile-Related Terms

While agile-related terms
have proliferated over the • Lean Development: A set of software development principles and tools designed to eliminate project
past several years, there waste by focusing on completing projects efficiently; often seen as equivalent to agile.
are a select few agile- • “Agile Lite”: Applying some principles of agile without applying a full agile approach (i.e., one or two, but
related terms that are the not all three, of the three main elements of agile); can often be a precursor to a fully agile approach.
most common and that • “Waterfall” Method: The traditional model of business with bureaucratic hierarchy, planning
HRBPs should be familiar from the top and responsibility to shareholders, which agile was originally meant to correct.
with.
• Scaled Agile Framework (SAFe): A framework for scaling agile practices, typically at the organization-
wide level; provides guidelines for leaders to govern operations across an entire organization.
• Minimum Viable Product (MVP): A product or resource that is released to customers or employees
when partially (and not fully) designed and subsequently tested by its users and evolved over time.
• Design “Sprint”: A type of short, intensive and immersive project experience designed to expedite the
product design and iteration process.
• Retrospective: A meeting held at the end of an agile project or “sprint” where team members reflect on
successes and failures to plan for the next iteration.
• Scrum: A type of agile approach often used in software development, where typically cross-functional
teams of 3-9 people work in sprints to create a new or updated product.
• Stand-Up: A daily or weekly informal team gathering to discuss progress and project next steps.
Source: Gartner
You Can Also Learn About Agile From Your Peers
Agile Introduction Discussion Guide

HRBPs can also use
internal conversations,
with senior HR leaders or
even colleagues in IT, to
further clarify what agile-
related knowledge would
be useful within their own HR Leader or HRBP
organizations. IT Colleague
Key Questions to Clarify What Agile Means at Your Organization

• Have any HRBPs or other HR leaders within the • Does my organization offer any training in an
function applied agile techniques in the past? agile approach or agile techniques?
• Do any parts of our organization’s IT function use • What foundational agile-related terms should I be
agile techniques? familiar with?
• Are there any internal “experts” on the topic of • Is there any information I could review to improve
agile who I could speak with? my understanding of what agile means at our
• How do you think our organization would define organization (and even in our HR function)?
“agile”?
Source: Gartner
Roadmap
Question 4
Question 2 Question 3
What Are the
Question 1 Where Does What Are
Core
What is Agile? Agile Come the Benefits
Components of
From? of Agile?
Agile?

Agile Can Be Applied in Several Ways Within HR
Sample Options for Applying Agile Principles Within HR

There are a number of
different ways in which HR
Small Scale, “Agile Lite” Agile HR Solution
leaders and HRBPs can
Practices Development Process
apply agile within their
functions and Apply smaller scale (i.e. “agile Apply an agile approach to the
organizations. lite”), often one-time practices design of all (or a majority of)
that can be implemented fairly HR solutions, such that most
independently within a client HR staff are involved in agile
group or business unit. techniques in some way.
“Agile Lite” Highly Agile
Agile Pilot HR and Non-HR

Project Teams Transition Toward Agile
Create project teams that apply an agile Partner with senior business and
approach to discrete projects, likely targeting HR leaders to enable other non-HR
areas of HR where improvement is needed, parts of the business to transition
where experimentation would be valuable and toward using agile techniques.
where HR staff are available.
Source: Gartner
Your Role in Agile Can Vary as a Result
Potential Agile-Related Responsibilities of an HRBP

HRBPs’ involvement in
agile-related work is highly
dependent on whether “Agile Lite” Highly Agile
their organizations have
already started to adopt
agile.
In this context, HRBPs are likely: In this context, HRBPs are likely:
• Overseeing a one-off or standalone pilot • Acting as dedicated “product managers” for

program for a particular HR solution different HR programs or solutions
• Running tailored focus groups with • Working as part of an agile team within
employees about HR solutions an HR function
• Deploying pulse surveys to collect • Partnering with colleagues in IT to train
employee feedback about HR solutions others on use of agile techniques
Source: Gartner
Example: Agile in Learning and Development (L&D)
Core Elements of DXC Technology’s Agile L&D Approach

The L&D team at DXC
Technology uses an agile
approach to scope, initially Project Design Organizational Design Mindset
design, release and evolve
development solutions in • Deliver learning content as • Partner with HR analytics • Recognize and accept that
real time for its workforce. quickly as possible with a team to analyze trends in employees’ development
series of MVPs for individual employee feedback about needs will change at a rapid
• By applying this L&D solutions. their development needs and pace.
approach, the DXC interests.
Technology team • Adjust L&D solutions • Emphasize identifying and
experienced reduced frequently in response to • Reduce the burden on understanding emerging, not
time to create L&D employee feedback. people managers to identify traditional, skill needs of the
solutions, increased • Prioritize building the core and communicate emerging workforce.
reach of their L&D functionality needed for the skill needs for their teams.
solutions and greater use development solution, rather
of L&D solutions. than a “perfect” solution.
Source: DXC Technology; Gartner
Example: Agile in Learning and Development (L&D)
Principles for Building Minimum Viable L&D Solutions

HR leaders at DXC
Technology use a set of
five principles to guide Minimum Viable Product: A core set of features that enable a product or solution to be deployed
how minimum viable L&D and deliver customer value.
products are created by its
staff. Deliver learning content to the business at the earliest stage
Prioritize Timely Delivery
possible.
• HR leaders intentionally
did not set a standard Build working end-to-end learning solutions without worrying
Focus on Functionality
MVP design process; about look and feel.
instead, they allowed
their L&D teams to Prioritize functionality by making the learning solution work
Stick to Core Features
determine how best to for employees without extra, unnecessary features.
manage their design
process and MVPs in line Make learning content easy to edit and revisit so you can
Iterate at Any Stage
with agile principles. welcome new learner needs and business requirements.
Ensure the L&D design team reflects frequently on how

Reflect and Adjust
Reach out to your Gartner Account to increase efficiency and effectiveness.
Director for more information about the
full Agile Skill Development case study.
Source: DXC Technology; Gartner
Example: Agile in Performance Management
Core Elements of Vistaprint’s Agile Performance Management Approach

Vistaprint applies an end-
to-end agile product
management approach to Project Design Organizational Design Mindset
the design of one of its
core HR products — the • Begin each project with a • Assign product owners • Establish the expectation that
Performance & Feedback kick-off meeting where a to oversee the HR solution HR solutions should address
product. problem statement and design process for each of employee needs, but that
series of hypotheses are their five core HR products. they don’t need to be
• By applying this discussed (in order to identify perfect.
approach, the Vistaprint • Split formal product design
multiple potential directions ownership between the • Approach every project stage
Talent + Experience (HR) for the HR solution).
Team saw significant product owners and selected and touchpoint from the
increases in the • Release minimum viable employee “feedback perspective of what would be
proportion of employees products (MVPs) to the champions.” most valuable to the
who agreed that they workforce. • Appoint employee employee, not HR.
receive useful feedback • Hold employee feedback experience specialists, who • Encourage all members of a
from their colleagues and sessions, where employees are charged with applying an project team to ask
that they could achieve are asked to test and employee lens to all of HR’s questions and challenge
their career goals at the provide feedback on specific work. assumptions about how HR
organization. MVPs. solutions are designed.
Source: Vistaprint; Gartner
Example: Agile in Performance Management
Sample Hypothesis Design

Product teams document
hypotheses identifying Problem Statement The Problem Statement:
multiple potential ways to Employees’ hesitancy to and challenges with • Is not so high-level that HR can’t
meet an employee need sharing feedback don’t align with our key value of influence it, and
with the Performance &
Feedback product.
authenticity. • Is not too specific that solving it
wouldn’t result in an improvement in
• The team builds multiple employees’ day-to-day experiences.
hypotheses to address Sample Hypothesis Value Discovery (HVD)
ways the product could Statement
potentially solve the The HVD Statements:
We believe that: Building a feedback toolset and • Focus on a concrete action HR can
problem and returns to community of practice for this key capability will
them over time to assess take to address the problem,
result in a higher adoption of a feedback mindset
whether any beliefs • Are testable and debatable,
and more employee ownership of their own growth.
about the product have
• Have a clear definition of outcomes
changed.
We succeed: When all teams are equipped and success measures, and
with feedback tools and establish a standard • Aim at challenging HR’s conventional
Reach out to your Gartner Account practice “norm” for this capability. wisdom about what HR solutions
Director for more information about the should look like.
full Employee-Powered HR Design case
study. Source: Vistaprint; Gartner
Example: Agile Across the Entire HR Function
Core Elements of Roche’s Agile HR Approach

As part of an HR
transformation initiative,
HR leaders at Roche Project Design Organizational Design Mindset
introduce and
continuously reinforce • Release new “People • Involve business leaders • Educate HR teams on what it
new agile behaviors Practices” (i.e., HR solutions) early and often in change means to apply an agile
across all parts of the HR in parallel with agility skills management and “coach” mindset on the job.
function. training for members of the communication plans for all • Establish agile-related
HR team. People Practices. values across the HR team,
• By applying this
approach, the Roche HR • Change aspects of the • Ensure all levels of the including a comfort with not
team experienced execution of all People organization are aware of having all of the answers,
significant improvements Practices in response HR’s upcoming agile- willingness to experiment and
in the quality of their to employee feedback. related changes (and the ability to be flexible and
business partnerships. rationale for those changes). autonomous.
• Give HR staff the authority • Reinforce this mindset
to make project-specific continuously with training
decisions independently. sessions, webcasts and
online platforms.
Source: Roche; Gartner
Example: Agile Across the Entire HR Function
HR Agility Skill Development and Agile People Practices Design

Roche focuses on
developing HR’s agility People Practices Design HR Agility Skill Development
skills in parallel with the
People Practices design, Build the change leadership Run
rather than at the end of foundation in every activity. simulations.
the transformation
1 2 3 4
journey.
Collect employee Distill feedback
• The parallel process feedback. Change Support Labs into key themes. HR community platform
design and skill
provide just- in-time enables agile
development reinforce organization.
skill refresher modules.
one another. Process
5 6 7
design provides HR with
the opportunity to Collect additional
feedback.
experience the new skills People Practices website provides
and start applying them. full overview of new approach.
8 9 10
Reach out to your Gartner Account Introduce the Continually reinforce expectations regarding
Director for more information about the People Practices. new mindset shift and need for change leadership.
full Mindset-First Agile HR
Transformation case study. Source: Roche; Gartner
HR Functions Are Also Using “Agile Lite” Practices
Sample “Agile Lite” HR Practices

Some HR functions are
also seeing positive Shorter Succession Cycles Motivation Monitoring
results by introducing HR
products and programs A large soft drink company shortened the length A manufacturing organization uses an
that have some, but not all, of their succession planning cycles to allow anonymous feedback mobile app to monitor
elements of an agile potential talent to be assessed more often and real-time employee morale more closely via
approach. appoint successors closer to their start dates for ongoing mood indicator questions, with the goal
their new roles. of catching and responding to motivation or
• Each of these morale challenges sooner.
approaches meets one
or two, but not all three,
elements (i.e., project
design, organization Spot Bonuses Multidirectional Feedback
design and mindset) of a A large retail chain enhanced its spot bonus A large technology company introduced a mobile
full agile approach, which program to recognize smaller, day-to-day app that allows employees to leave comments
makes them an “agile contributions more frequently, rather than just about their managers and team members over
lite” approach. awarding bonuses in the year-end performance the course of a workday, allowing employees to
review process. receive developmental feedback on more of a
real-time basis.
Source: https://hbr.org/2018/03/the-new-rules-of-talent-management#hr-goes-agile.
Clarify What Your Involvement Should Be
Sample HRBP-HRBP Manager Conversation Guide

In partnership with their
managers, HRBPs can
clarify what their own
What Should My Role in Agile Be? What Do I Want My Role in Agile to Be?
specific agile HR-related
work could – and should –
• Is our HR function planning to initially apply • Does being familiar with agile techniques seem
be.
and/or expand how we apply agile techniques like it’ll be increasingly important for HR staff?
• In preparation for this to our work? • Are there particular skills that agile techniques
type of conversation, • If so, how do you expect me and my peer allow me to develop that will prepare me for a
HRBPs should be HRBPs to participate in our function’s agile future role of interest?
informed about agile- approach (if our organization has one)? • Do I want to be seen as an expert in agile
related work already
• What agile techniques would be more techniques relative to my other peers in HR?
being done within the HR
important for me to be familiar with? • How challenged do I feel right now in my role?
function, so that they are
able to advocate for what • Are there any agile-related responsibilities that If I’m looking for a greater challenge in my role,
their role should be in align to my development areas? could increased participation in agile
future agile projects. • Based on my involvement in agile, do any techniques satisfy that wish?
changes need to be made to my objectives?
Source: Gartner
Roadmap
HRBP
HRBP
HRBP Question 4
HRBP Question 2
What Are the Core
From?
Agile?
HRBP HRBP HRBP

Not All Work is a Good Fit for Agile
“We’re getting so many questions

from across the organization
about agile. The first thing I say
is that people have to be realistic
about where it likely will work —
and where it likely won’t.”
VP IT, Software
Good Projects for Agile Meet Three Criteria
Key Criteria for HRBPs to Assess a Project’s Agile Suitability

A project’s suitability for
applying agile can be
assessed with three main Project Characteristics Stakeholder Characteristics Resourcing Levels
criteria: project
Look For: Look For: Look For:
characteristics,
• Projects with uncertain • Stakeholders who have prior • Cost of the project is
stakeholder
requirements (that are experience with agile reasonable based on the
characteristics, and
clarified through iterations) techniques potential impact of the project
resourcing levels.
• Projects occurring at a • A project team can be formed
• While not every single medium scale (where the • Stakeholder who are that has a diverse and
bullet on the page needs potential impact and risk are comfortable with higher balanced set of skill profiles
to be met in order for a balanced) degrees of ambiguity
• Members of the team are
project to be a good fit
• Projects with limited • Stakeholders who have willing and able to
for agile, HRBPs should decision making authority
regulatory requirements or collaborate effectively
ensure that aspects of and make decisions fairly
constraints
these three key criteria quickly
are met in some way. • Projects that are largely
independent or would not • Stakeholders who are open-
set off a “chain reaction” minded and receptive
if changed to change
Source: Gartner
Internal Barriers Can Jeopardize Agile’s Success
Common HR-Related Barriers to Effective Agile Implementation

HRBPs should also be
aware of common internal
barriers that can limit the Company Culture Organizational Structure Project & Process Changes
effectiveness of agile • Ceding Control: Senior • Project Interdependencies: • Securing Effective Project
techniques. leaders may resist giving more Agile projects may be delayed if Owners: Agile projects could be
day-to-day decision-making their start and execution is delayed if there are a limited
• The presence of any of
authority to employees. highly dependent on other number of people who have the
these barriers does not related work being completed capacity and ability to be
automatically mean that • More Autonomy: Employees
may not be prepared to work on time. effective agile project owners.
an agile approach to a
with less direct management. • Internal Tension: Tension may • Reinforcing Process
project cannot work.
• Agile Skeptics: Select result if an agile approach Changes: Limited
• However, the more of employees or employee and/or team is interacting with communication mechanisms
these barriers are segments may be skeptical a non-agile approach and/or may prevent impacted
team. employees from becoming
present, the more difficult about the value of using an
agile approach in an HR aware of process changes.
the project may be to
manage using an agile context. • Project Funding & Budgeting
approach. Process: The budgeting and
resource allocation processes
may not be able to
accommodate uncertain agile
Source: Gartner project costs.
Roadmap
HRBP
HRBP HRBP
Question 4
HRBP Question 2 Question 3
What Are the
Question 1 Where Does What Are
Core
What is Agile? Agile Come the Benefits
Components of
From? of Agile?
Agile?
HRBP HRBP
HRBP
Question 6 Question 7
Question 5
What Are the How Can I Use
How Are Other
Keys to Success Agile Techniques
HR Organizations
and Challenges in My Day-to-Day
Using Agile?
With Agile? Work?
HRBPs Can Apply Agile Techniques in Many Ways
Top Five Opportunities for HRBPs to Apply Agile Techniques Day to Day
There are a variety of ways
in which HRBPs can use
agile techniques within
their client groups.
1. Create 3. Engage 5. Reinforce

Project Plans Employees Agile
That Adapt to At All Project Principles
Change 2. Manage Stages 4. Internally
Work Communicate
Execution Early About
in Shorter Upcoming
Cycles Changes
Source: Gartner
1. Create Project Plans That Adapt to Change
Range of Potential Techniques

HRBPs can own and
influence changes to how “Agile Lite” Highly Agile
projects are scoped and
planned (prior to any
project work actually
beginning).
Use Hypotheses During Set Guidelines for Run Multiple “Experiments”
HR Solution Design Success and Failure for Potential HR Solutions,
on Projects All at Once
Don’t assume you know what Ensure teams know how and Go beyond piloting individual
an HR solution will look like where they have room to HR solutions and consider
prior to beginning the project – innovate on individual projects maintaining a portfolio of HR
use hypotheses to identify – set clear success and failure solution “experiments” within
multiple potential ways to meet criteria at the start of each your client group at a given
employee needs with a product. project and revisit them over time. Good potential
time. experiments are projects where
results will emerge more quickly
and in a clear way.
*Flip to the next slide to see an example of this technique.
Source: Gartner
1. Create Project Plans That Adapt to Change
Set Guidelines for Success and Failure on Projects: Sample Guidelines

Setting guidelines for
success and failure Success Failure
provides criteria for which
projects should continue We have succeeded if: We have failed if:
and which are not viable. • A Majority of Employees, But Not • We Under-Utilize Employees During the
• These are sample Necessary All Employees, Are Satisfied: Process: Employees (though not
guidelines for project Approximately 80% of employees report necessarily the same group of employees)
success and failure – prior they are satisfied with the solution. should be providing feedback in some way
to starting any project, • Employees Intend to Actually Use the at every stage of the process.
HRBPs should work with Solution: Employees say they would • We Have Not Reduced the Amount of
their managers and key
actually use the solution, not just that they Time it Takes for Us to Release the
project stakeholders to
would value the solution. Solution: The agile design process should
adapt and add to this list.
• The Project Can Be Scaled to Some take less time between identifying an
Extent: There are other segments of the employee need and releasing a solution.
organization where the solution would • We Could Not Assess the Right
apply; however, the solution does not need Resourcing Level: We should never feel
to apply to the entire organization. like we have too few or too many HR staff
working on an agile project at a given time.
Source: Gartner
2. Manage Work Execution in Shorter Cycles

HRBPs can own and
work is executed over the
course of the project.
Break Longer Term Projects Release Minimum Viable

Host HR Design Sprints
Into Smaller Pieces HR Products (MVPs)
Identify longer term HR projects Invite a small group of relevant Release HR solutions that are
that you have more control over HR colleagues to participate in partially, not fully designed, at a
and assess where and how the a design “sprint”, or a short more frequent pace, with the
stages of that project could be workshop-like experience goal of testing directly with
adapted to allow for faster designed to generate new and employees the features of the
completion. different in-kind variations of solution that would be most
potential HR solutions. valuable to them.
2. Manage Work Execution in Shorter Cycles
Comparison of MVP and Traditional HR Design Approaches

Minimum Viable Products
(MVPs) are used frequently Not Viable Fully Viable
in agile projects to release
and iterate on products at
a faster pace.
• Vistaprint’s Talent + MVP HR’s Traditional

Experience (T+E) Team Approach: Approach:
uses MVPs to give Release partially designed HR Release fully designed HR
employees earlier and solutions faster to test the features solutions less frequently
repeated opportunities to that are most valuable to employees via a “big bang” approach
test and shape potential
HR solutions.
Guiding Principles for Assessing an MVP’s “Readiness”:
• Vistaprint provides these
guiding principles to • Feasible: Is this product something that our HR organization could reasonably deliver on?
assess when an MVP is • Valuable: Does this product align with what our employees are telling us they want and need?
ready to be released to • Usable: Is this product easy for employees to use in their day-to-day work?
employees for testing. • Delightful: Does this product address a challenge that will positively impact employees’ day-to-day
experiences?
3. Engage Employees at All Project Stages

HRBPs can own and
employees are involved in
each stage of an agile
project.
Use Existing Employee Test Potential HR Solutions Continuous

Surveys for Specific Directly With Employees Employee “Listening”
Feedback on HR Solutions and Feedback Collection
Use new or existing employee Convene the same group or Use a variety of “always on”
surveys to ask for specific multiple groups of employees data collection methods to
feedback about individual HR on an ongoing basis to test HR gather employee feedback on
solutions and even features of MVPs or other HR solutions any relevant HR-related topic
individual HR solutions. that are in their early or solution.
development stages.
3. Engage Employees at All Project Stages
Employee “Feedback Session” for the Performance & Feedback Product

Employee “feedback
sessions” can provide a
great opportunity for
employees to be involved Sample Session Discussion Questions
directly in the testing of
potential HR solutions. • How does this product fit with the culture
we’re trying to create?
• Vistaprint’s Talent +
Experience (T+E) Team • What would prevent you from using this
uses feedback sessions product?
to source feedback that • Are there things you thought early on should
is authentic (true to be included in this product but aren’t?
employees’ day-to-day Discussion
Leader • Did you struggle to understand any parts
experiences), specific
of the MVP we were discussing?
(gets feedback on
individual product • Could we run any A/B tests with different
features) and simulated MVPs?
(asks employees to
directly test HR
solutions).
4. Communicate Early About Upcoming Changes

HRBPs can influence
changes to how the HR “Agile Lite” Highly Agile
function communicates
with the workforce about
HR’s objectives and ways
of working. Communicate Selectively, Communicate Openly With Communicate Openly – Via
Only to Impacted Employees All Employees Senior Leaders – With All
Employees
Share select information, Send central communications
largely via informal settings and from HR and reinforce the Engage senior business
only with those employees who communications via ongoing leaders to help communicate
will be impacted by HR’s interactions with all employees upcoming agile-related changes
upcoming changes. about HR’s upcoming changes. that employees can expect from
all functions, including HR.
Key Questions to Answer When Communicating to Employees About HR’s Use of Agile:
• What changes is HR making to how it works and why?
• What benefits can employees expect to receive as a result of these changes?
• How will employees’ ongoing interactions with HR change?
• How will HR know if the changes are successful?
Source: Gartner
5. Reinforce Agile Principles Internally

HRBPs can influence
changes to how agile- “Agile Lite” Highly Agile
related principles are
embedded within their HR
functions’ work
(depending in large part
on HRBPs’ authority and Hold Informal “Lunch-and- Act as an Agile Lead Formal “Employee-
the extent to which agile is Learn” Sessions About Agile “Ambassador” Within Centric” Coaching Sessions
being used more broadly Lessons Learned the HR Function
internally). Likely in partnership with your
Hold informal gatherings with With the approval of your
L&D colleagues, coach other
other HR colleagues for manager (and as a
HR colleagues about how best
everyone to share details about development opportunity),
to apply an employee-centric
their experiences applying agile nominate yourself as a formal
lens to their day-to-day work
techniques within their work coach or ambassador of the
via formal training sessions.
and discuss potential strategies agile techniques that your HR
to make more progress. function is applying to its work.
*Flip to the next slide to see a quote from an HR leader
about how to successfully apply this technique.
Source: Gartner
Hear from an HR Leader About Agile Ambassadors
“In our early stages, we created agile ambassadors

to understand the frameworks and to be able to drive
some of the initiatives. We learned you have to be
very intentional about continuously communicating
the benefits of this work and why we are doing so
people don’t revert to their former way of doing
things. There is a lot in agile about being an
empowered team member, working face to face,
and transparency. We find our teams are holding
each other accountable.”
Angie Freeman, CHRO, CH Robinson
Agile 101 for HRBPs: Key Takeaways
1 Agile’s History Begins in IT: The agile approach was developed within the software development
As HRBPs improve their industry to address common breakdowns in their traditional ways of managing work.
basic familiarity with agile
as a concept and Agile Has Three Main Elements: In order to be a truly agile approach, three main elements must be
2
approach, they should met: an intentional project management approach, organizational design, and internal mindset. If an
begin by reviewing these approach meets one or two of these elements, but not all three, they would be considered “agile lite,”
key points. which is often a popular starting place for HR functions.
3 Effective Use of Agile Drives Measureable HR and Business Outcomes: An agile approach can
drive positive HR (e.g., HR solution responsiveness and relevance) and business (e.g., customer
satisfaction, product delivery speed) outcomes.
4 Using Agile Within HR Settings is in the Early Stages: Only 29% of HR organizations have applied
agile principles to date, and 20% plan on using agile principles in the future. Of the 29% of HR
functions that have used agile within HR, 65% share they have seen entirely positive results.
5 Not All Projects Are a Good Fit for Agile: There are certain conditions or factors that make an agile
approach better and more challenging approach to use, which HRBPs should be aware of.
6 HRBPs Have Five Top Opportunities to Apply Agile Techniques Within Their Day-to-Day Work:
While an agile approach can take many forms, there are five key techniques that HRBPs are uniquely
positioned to apply as they manage their ongoing work.
Source: Gartner
Agile 101 for HRBPs: Reflection
Sample Reflection Questions for HRBPs

As HRBPs become familiar
with the agile approach, • Do I have any outstanding questions about what agile is? Are there any colleagues I could seek
they should also reflect on out to share additional detail on those points?
these key questions.
• Has any part or team within my HR function used an agile approach before?
• How could I help build a business case within my function for using an agile approach?
• Across my current responsibilities and projects, what could benefit most from an agile approach?
• Where do I have a greater level of authority for experimenting with agile principles and
techniques?
• Are there any potential barriers to successfully using agile in my function?
• What agile strategies would be the most promising to implement at my organization?
Appendix
Your Existing Role Has Already Prepared You
Four Common Roles and Related Responsibilities of an HRBP

Many of HRBPs’ existing
responsibilities and
Strategic Partner Operations Manager
related skills will prepare Sample Responsibilities: Sample Responsibilities:
them well for using
• Developing the next generation of leaders • Communicating organizational culture to employees
dedicated agile techniques
• Redesigning organizational structure based • Assessing employee attitudes
in their roles. on strategic objectives • Tracking trends in employee behaviors
• Adjusting HR strategies to respond to changing • Designing HR programs to support workforce needs
business needs • Communicating policies and procedures to employees
• Prioritizing HR needs • Keeping the workforce updated on HR initiatives
• Creating a vision for talent strategy in the business unit
• Assessing the HR implications of strategic options
Emergency Responder Employee Mediator

• Quickly responding to questions and complaints • Managing competing personalities and conflict
• Responding to employee and manager needs in the organization
• Preparing for different situations • Responding to organizational changes
• Resolving differences of opinion in the execution
of business plans
Responsibilities in bold are existing responsibilities of HRBPs that align well with the skills required to successfully apply
an agile approach.
Source: Gartner
It Is Challenging to Achieve a Full Agile Approach
Summary of Trends in Today’s Use of Agile Within HR Functions

Each aspect of an agile
approach has a different
level of prevalence today
and difficulty overall. 1 2 3
• The most prevalent Project Organizational

Mindset
aspect of an agile Management Structure
approach – how projects
are managed – is often
easiest to implement. Prevalence
• Not surprisingly, the least
prevalent aspect of an
Difficulty
agile approach – the
mindset applied to the
work – is often the most
difficult to implement.
Source: Gartner

A Guidebook For HRBPs Agile HR 101

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A Guidebook For HRBPs Agile HR 101

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Agile HR 101

A Guidebook for HRBPs

HRBP HRBP HRBP

Agile principles grant teams more flexibility to make

Agile was originally used for software development but is

Sample Headlines on Agile HR

• Perspectives on the value

Degree of Using Agile or Lean Product Development Methods Within HR

HRBP HRBP HRBP

Traditional “Waterfall” Model to Managing Work

Common Challenges Within a Traditional Waterfall Model

Business-Led, Not Customer-Led, Rigid Hierarchy and Process

The Waterfall Model

• Gather detailed requirements. • Detailed Requirements

Common Outcomes of a Shift from a Waterfall to Agile Model

HRBP HRBP HRBP

Sample HR-Related Outcomes of Using an Agile Approach

An agile approach allows HR solutions to be An agile approach focuses on treating

- HR Leader, Consumer Products

Sample Business Outcomes of Using an Agile Approach

An agile approach prioritizes An agile approach An agile approach prioritizes the

Source: Gartner. Steve Denning, March 2018, https://www.forbes.com/sites/stevedenning/2018/03/11/can-hr-become-agile/#8a6765b4ae30.

HRBP HRBP HRBP

The Three Elements of Agile

Glossary of Common Agile-Related Terms

Agile Introduction Discussion Guide

Key Questions to Clarify What Agile Means at Your Organization

Question 5 Question 6 Question 7

Sample Options for Applying Agile Principles Within HR

Agile Pilot HR and Non-HR

Potential Agile-Related Responsibilities of an HRBP

• Overseeing a one-off or standalone pilot • Acting as dedicated “product managers” for

Core Elements of DXC Technology’s Agile L&D Approach

Source: DXC Technology; Gartner

Principles for Building Minimum Viable L&D Solutions

Ensure the L&D design team reflects frequently on how

Core Elements of Vistaprint’s Agile Performance Management Approach

Sample Hypothesis Design

Core Elements of Roche’s Agile HR Approach

Source: Roche; Gartner

HR Agility Skill Development and Agile People Practices Design

Sample “Agile Lite” HR Practices

Sample HRBP-HRBP Manager Conversation Guide

HRBP HRBP HRBP

“We’re getting so many questions

Key Criteria for HRBPs to Assess a Project’s Agile Suitability

Common HR-Related Barriers to Effective Agile Implementation

1. Create 3. Engage 5. Reinforce

Range of Potential Techniques

Set Guidelines for Success and Failure on Projects: Sample Guidelines

Range of Potential Techniques

Break Longer Term Projects Release Minimum Viable

Source: Vistaprint; Gartner

Comparison of MVP and Traditional HR Design Approaches

• Vistaprint’s Talent + MVP HR’s Traditional

Range of Potential Techniques

Use Existing Employee Test Potential HR Solutions Continuous

Source: Vistaprint; Gartner

Employee “Feedback Session” for the Performance & Feedback Product

Range of Potential Techniques

Range of Potential Techniques

“In our early stages, we created agile ambassadors

Angie Freeman, CHRO, CH Robinson