Material For Student AHRCP™ (V042021A) EN

Learning Objectives
● Incorporate and develop the principles of modern agility into human talent management
● Describe and develop the new practices that make human talent management in agile frameworks,
how you must first generate transformations to then be a business partner
● Describe and train in agile at scale tools to be able to generate new ways to do talent management
in new business scenarios
● Redesign with people at the center the processes of employment, training, development and
compensation within the framework of agile businesses
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Who should attend this certification? Presentation
● Human Resources Leaders, Talent Managers ● Name

● Consultants and Talent Management Specialists ● Company
● Business Transformation Leaders ● Job title and experience
● Expectations of this course
Introduction
Projects are affected by time, cost, scope, quality, resources, organizational capabilities, and other
limitations that make them difficult to plan, execute, manage, and ultimately succeed.
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The winners of this badge have demonstrated their unwavering commitment to lifelong learning,
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qualities of an open mind, disciplined and constantly evolving, capable of using and contributing with

its knowledge to the development of a more equal and better world.
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● Be a candidate for CertiProf® certification
● Be a continuous and focused apprentice
● Identify with the concept of lifelong learning.
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concept that knowledge and education can
and should change the world
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Agenda
Module 1: Agility as a Mindset 8
Purpose 9
Relationship Between Agile and Waterfall 10
Differences in Thought 11
What is Agility? 11
Differences in Thought 12
Organizations That Have Adopted Agile 3 Main Features 12
Value / Effort 14
Challenges for Agile HR Implementation 15
Scrum for HR 15
Module 2: Agile Culture in HR 17
Purpose 18
Recommended Book 18
How do you get paid? 19
Cultures 19
Evolution of Organizational Paradigms 20
Red - Impulsive 20
Amber - Conformist 21
Orange - Achievement 21
Green - Pluralist 22
Teal 22
Team Composition Multidisciplinary 23
New Organizational Design: Matricial 23
Tribe 24
New Organizational Design: Cells 24
Module 3: Planning Agile 25
Waterfall Goals 26
The Traditional Stack 26
“Agile” (Only halfway) 26

Agile Full Stack 27
OKR: Objectives and Key Results 27
Doer's Formula for OKRs 28
OKR Ambitious and annoying? 29
OKR 29
Choose Your Key Results Well 30
About OKRs 32
OKR Canvas 32
Module 4: Talent Attraction 33
Talent Attraction: Where to Where 34
How do I make up a team? 34
Attracting Marketing and Positioning 35
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Employee Experience 36
Reason for Being (Purpose) 36
Talent Attraction Process Experience 37
Agile Workplaces 37
What are the candidates looking for? 38
Active Continuous Pipeline 38
Agile Recruitment 39
Challenges for Agile HR Implementation 39
Scrum for Talent Acquisition 39
Kanban in All HR Area Practices and Processes 40
Peer to Peer Recruitment: Referrals 40
Referral Program Risks 41
Positioning of Referrals 41
Star Model: Competency Interview 42
Technical Interview 42
Candidate Comparison 43
Hire: Only 2 Possible Results 43
On Boarding 44
Suggested Books 45
Module 5: Training and Development 46
Continuous Training and Development 47
Role/Role Maturity vs. Role Stand 47
Traditional Development vs. Agile Development 47
Agile Career Model 48
Development Map 49
Development Map According to Expertise Chapters 50
Specialization Matrix 50
What talent do I need? Team Skills Matrix 51
Reskilling the Upskilling of Talent 52
How do I identify talent? Learning Agility / Growth Mindset 52
Experiment 53
Agile Talent Mantra 53

Circular Model Talent 54
Module 6: Performance and Compensation 56
Performance Management: From Where to Where 57
Instances That Usually Mix 57
Individual Performance vs Group Performance 58
Conversation-Focused Management 58
Continuous and 360 ° Feedback 59
The Team Retro: Team Feedback 60
Liberating Structures 60
The Team Retro: Triggers 61
Recognition: Kudos Box and Kudos Walls 61
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Compensation and Rewards:From Where to Where 62
Rewards: Not Everyone Wants the Same Thing 62
Rewards And Incentives 62
Moving Motivators 63
Rewards and Incentives 64
What do we reward? 64
How much money does each one deserve? 66
Suggested Books 66
Closing Rules 67
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Module 1: Agility as a Mindset
Agility like organizational mindset, values and culture What is it about? What's going on in the
organization? Why work with Agility? In what contexts? Why HR Agile or HR Agility?

Purpose
Our purpose is to accelerate this transformation by spreading agile values of customer collaboration,
energized people, learning organization, inspiring leadership and rapid change to all areas of business
and organizations.
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Source: https://www.agilehrmanifesto.org/
Relationship Between Agile and Waterfall
Traditional Method Agile Frameworks

The manager's focus is not on project and
Teams are self-organized
resource management
The requirements are written in full at
Requirements are constantly changing
the beginning of the project
Requirements are prioritized by Project changes are welcome and
dependency between them accepted
The status of the project is measured by Requirements are prioritized by the value
the % completion they bring to the business
The project is measured in terms of
Risks are generally not handled daily
delivered functionality
The customer needs a lot of time to Risks are managed daily and throughout
receive the final product the team
At the beginning of the project, the
The client does not interact during the
customer can get parts or deliveries of
process
the job (incremental deliveries)
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Differences in Thought
Agile Waterfall
Approach People Processes
Documentation Minimum requirements Exhaustive
Process style Iterative (Sprints) Linear
Planning in advance Casualty Loud
Prioritization of requirements Based on business and customer
Under the work plan
value
Quality assurance Customer-centric Process-focused
Organization Self-organized Managed
Management style Decentralized Centralized
Change Based on the prioritization of Backlog Formal change management system
Leadership Collaborative, helpful leadership Command and control

Measuring performance Value delivered to the business At the end of the project
At the beginning and throughout the Varies depending on the life cycle of
Return on Investment (ROI)
project the project
What is Agility?
“Agility is the ability to create and respond to change in order to make a profit in a turbulent business
enviroment."
“Agility is the ability to balance flexibility and stability."
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Differences in Thought
Organizations That Have Adopted Agile 3 Main Features

1. The customer's law.
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2. The law of the small team.
3. The law of the network.
*From an article by Steve Denning: https://www.forbes.com/sites/stevedenning/2016/09/08/explaining-

agile/#764b016301b8
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Value / Effort
If we trust someone, why detailed reports?

If we value creativity and innovation, why detailed and limiting job descriptions?
If we want cooperation, why reward individual performance?
If we want to involve the whole being, why numerical objectives?
If we imagine equality, why promote only a few?
If diversity is important, why so few women in senior management?
Do you have an adjustment between culture (values and behavior) on the one hand and structure
(methods, processes and systems) on the other?
Thoren, Pia-Maria. Picture book of agile people (p. 49). Kindle edition.
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Challenges for Agile HR Implementation
The State of Agile HR vol. 1 2020, issued by Organize Agile in conjunction with the University of
Applied Sciences, Utrecht reveals the main challenges for the implementation and deployment of
an agile model for HR; 63% highlight Leadership Development as a success factor, which leads us to
conclude that the Agile Leadership of agile adoption models must undoubtedly be present as a key
element.
SOOM Agile RH, Organize Agile. (2020), 1st State of Agile HR 2020.
Scrum for HR

Adopting Scrum cycles throughout the cycle will have clear advantages within the organization:
● Greater integration
● Collaboration and adaptation of all areas of payroll, professional development, recruitment and
selection
● Effective communication throughout the equipment
● Better performance and motivation in the team
● Greater organization and transparency in activities
● Visibility into the activities that each member of the area is carrying out
● Having constant feedback can improve recruitment and selection processes, as we encourage
empathy, adaptability and growth of the area
● The integration of tools allows us to have better organizational visibility (Kanban boards)
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• Induction and welcome
of new collaborators
• Feedback and job performance
• Promote organizational
strategy
culture
• Goals and objectives aligned to
• Encourage the
job feedback
collaborator’s
• Rewards system
commitment
• Strategies to improve the work

environment
• Emotional salary
• Constant development of skills
• Social responsibility
and abilities • Friendly / Constructive
• Career plans dismissal
• Professionalization plans
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Module 2: Agile Culture in HR
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Agile culture in HR. What are the main changes in structures and new capabilities, the generation
of collaborative networks that deliver value with purpose. The development of experimentation as a
basis for innovation.
Purpose
Recommended Book
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Cultures
How do you get paid?
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Evolution of Organizational Paradigms
Red - Impulsive
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Amber - Conformist
Orange - Achievement
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Green - Pluralist
Teal
Source: Frederic LaLoux. Reinventing Organizations.
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Team Composition Multidisciplinary
Multidisciplinary Teams co-located: Autonomous cells
UX Designer
Product Owner
UI Designer
Product Analyst DESIGN
Browser
BUSINESS
Scrum Master
TECHNOLOGY Developers
QA
DevOps
Architect
New Organizational Design: Matricial
TRIBE WORK PRINCIPLES
Tribe Leader
A set of related Squads unite into a tribe,
Tribe’s Technical leader which has a global mission connected with
customer service.
Chapter CL
Chapter No more than 150 people in a tribe.
CL

There is no fixed organizational structure in a
tribe, it constantly evolves.
Agile Coach
P P P P
3 roles help the Squad to carry out its

Squad Squad Squad Squad mission: Product Owner Chapter Leads and
Agile Coaches.
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Tribe
What is a Tribe? How are the Tribes organized?
• A set of multidisciplinary teams (squads) organized around

the same purpose or mission
• Typically between 50 and 150 people in size Tribe Lead
• He has a 100% dedicated senior leader responsible for

defining the Tribe's vision and coordinating the team set Chapter CL
• It is made up of IT and business people, as well as centers

Chapter CL
of excellence and support areas such as risk and operations
• Empowered to decide "how" to achieve its key goals and

results without the need for approval committees
P P P P
Agile Coach
• With an operational model, governance processes, and
human resources management mechanisms different from
Squad Squad Squad Squad
the current organization
New Organizational Design: Cells

From organizations such as Towards organizations
machines as agencies
Functional capabilities
• Verticalist
hierarchy
• Bureaucracy
Leadership • Silos
• Detailed Empowered teams for clear purposes
instructions
Average management • Network of equipment with all
the necessary capabilities to
deliver value
• Focus on action.
Front line
• Flexible resources adaptable to
employees Leadership shows the
change
• They can be quickly deployable north and acts as a
facilitator to fulfill its
mission.
Cross-functional teams of "representative functions" whose

goals and aspirations are functionally aligned.
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Module 3: Planning Agile
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Planning Agile. Value measurement. OKR management. Big Room Planning. synchronization. Key ceremonies.
Release of structures and operation so that you can initiate HR transformation. Collaboration.
Agile Work Framework, value delivery cycle, area value proposition formulation and new product
development. Construction of the Operation Model. Epics and Avenues.
Waterfall Goals
● Top Down
● Unidirectional
● Irreversible flow
● No Feedback cycles
“Research matches intuition: Having performance-enhancing goals. Spending hours implanting them from
top to bottom doesn't.” - Lazgo Bock, VP de People Operations, Google.
Where is empiricism when we talk about courage?

We need to move from value estimation to value measurement.
The Traditional Stack
Goals implemented from top to bottom

Culture Top-Down order and control
Strategy Static annual plan
Tactic Long Feedback Cycles
Operations Waterfall Development
“Agile” (Only halfway)

Waterfall goals implanted from top to bottom

Tactic Lean Startup + Lean Product Management
Operations Agile Development
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Waterfall goals implanted from top to bottom
Agile Full Stack

OKR Objectives (The goal is the actual value delivered)
Enabling Culture
Culture
(Silicon Culture, Green Culture, Collaboration, Etc.)
Strategy Data-guided, iterative, hypothesis validation
OKR: Objectives and Key Results
Created By Intel
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Doer's Formula for OKRs
I will do (Objective) as measured by (This key

result set).
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OKR Ambitious and annoying?
Psychological Security
Comfort Zone Learning Zone

(Autonomy, mastery and purpose)
Apathy Zone Anxiety Zone
Performance pressure
(Accountability of results) Source: Amy Edmondson
OKR
Objective: OKR Example
● Qualitative (Non-measurable) Objective: To fall in love with our customers.

● Challenging
● Easy to remember Key Results:
● Ambitious (Limited in Time) ● Increase the average weekly visits per active
● Accionable user to 4
● More than 100 new recommendations
● Increase engagement (Users who complete a

profile) to 75%
● Reduce payment user losses to 1%
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Choose Your Key Results Well
Activity-Based Key Results Value-Based Key Results

Create a work climate improvement plan Improve employee engagement from X to Y
Create 3 new Landing pages Increase the conversion from X to Y
Reduce the cost of acquiring customers from X to Y
Reach X active users of the free version every day
Launch a new product
Get a conversion of X% from the free to the paid version
Achieve a Score X Net Promoter %

Predictive Value (Estimated)

Empiricism
30
60 %
TOTAL
BOTTOM TO TOP
TRANSPARENCY
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About OKRs
● They are reviewed and questioned every quarter

● They are implemented iteratively (not from top to bottom)
● Organization OKRs + Team (+ Individuals)
Example
Objective: To fall in love with our customers.
Key Results:
● Increase the average weekly active user visits to 4 (75%)
● More than 100 new recommendations (100%)
● Increase engagement (users who complete a profile) to 75% (60%)
● Reduce payment user losses to 1% (40%)
(75 + 100 + 60 + 40) / 4 = 69 OKR SCORE = 69
OKR Canvas
OBJECTIVE
KEY RESULTS DEFINITION OF INDICATORS EVOLUTION

INITIATIVES NEXT EXPERIMENT ONGOING EXPERIMENT VALIDATED? LEARNING
Hypothesis YES NO
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Module 4: Talent Attraction
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Talent attraction. How I attract talent, team choice, process as experience, value proposition. The
value of experience and branding.
Talent Attraction: Where to Where
From:
● Interviews are conducted by trained HR staff
● The focus is on the adequacy to the description of the position
● Mostly administrative onboarding process
To:
● Interviews are conducted by future colleagues
● The focus is on fit with organization and purpose
● Significant training in relational skills and business culture
● Rotation programs to immerse yourself in the organization and generate networking
(*) Laloux, Reinventing Organizations
How do I make up a team?
SELECT TALENT
I got it? I don't have it?
• I map competencies + skills that I have

• I'm looking for skills I don't have or need
• I identify learning agility + growth mindset

• I identify learning agility + growth mindset
• Focus on reskilling/upskilling
• Focus on attracting talent
• Contract for a role, not a position
Mixed strategy: little time available + little talent available (formed and competed) requires parallelizing
efforts.
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Attracting Marketing and Positioning
What's the story?

Where do I tell it?
Entrepreneur Culture

We are in continuous beta
Our culture and principles guide our actions and
We compete as a team to win
link our entrepreneur ADN with each and one of
We create value for the user
our actions. They challenge us to always be the
We execute with excellence
main focus and to give our best to capture better
We undertake taking risks
opportunities.
We give our best and have fun
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Employee Experience
Reason for Being (Purpose)

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Talent Attraction Process Experience
“Beware of all companies that require them to buy new clothes”

HENRY DAVID THOREAU
● What experience would you like a candidate to have?
● What would you like me to say about your brand, in the process or not?
● What would you like someone to feel going through your process? And when does he come in?
And when not?
● What would you like the position leader to think?
● Why would you want to be remembered? Agile, simple, close, fast, Wow?
Agile Workplaces
Agile workplaces are spaces designed for

maximum flexibility. They allow employees to
work how, where, and when they choose, and
give them all the technology and tools they
need. Agile workspace designs aren't just about
creating a new and engaging environment for
your workplace.
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What are the candidates looking for?
We can list 5, in order of importance:
1. Intrinsic motivators that indicate the challenges to be achieved

2. Leaders who challenge and inspire them
3. Team/Pairs you are passionate about working with
4. Purpose shared between organization and staff
5. Compensation Package that values and recognizes them
“Top people will respond to compelling ads that are easy to find, especially if they focus more on opportunity
rather than qualifications. Top people don’t get excited when reading a list of requirements."
–Lou Adler, Hire With Your Head: Using Performance-Based Hiring to Build Great Teams
Active Continuous Pipeline
How long is your process? When does your

recruitment and selection process begin?
● Searches can't start anymore when I need to

● The agile team works with Sprints of 1 or 2
weeks
● 1 Sprint without a profile, is a team that does
not deliver value
● Therefore, the team will be actively involved
until the goal is achieved
“For a manager, the right answer to the question
“What is the single most important thing you do at

What are you measuring? Search time? And the
work?” is hiring."
number of critical positions not covered?
–Eric Schmidt, How Google Works
● Size how many computers cannot deliver
value because they are incomplete
● Monetize the loss of delivering business value
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Agile Recruitment
A recruitment project management methodology

that uses sprints, ticket prioritization and periodic
feedback checkpoints to provide flexibility and
efficiency to the recruitment and visibility team
for hiring managers.
A framework for the deployment of Agile

Recruitment:
https://beamery.com/blog/agile-recruiting-
implementation
Scrum for Talent Acquisition

The integration of Kanban boards, will allow us to have a timely visibility of where in the process the
integration of new talent is, this will bring us some clear advantages such as:
● Timely follow-up for vacancies and candidates

● Visibility of vacancies and who is serving them
● By implementing scrum we can prioritize which vacancies need to be addressed most urgently
● We can see in the Daily Meeting how we have moved forward with vacancies and what impediments
we have to be able to form the group of viable candidates for each vacancy
● Greater visibility, communication and cohesion in the equipment, which generates greater
adaptability
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Kanban in All HR Area Practices and Processes
The following is an example of the activities you might include in the talent acquisition process:
Filter and Technical Buffer

Backlog Job Posting HR Filter interview
Filter and Client
(Outsourcing)
Rejected Hiring
On
Candidate Boarding
Fullstack
Developer
Sofware
Architect
Peer to Peer Recruitment: Referrals

Most workers do not realize that they are also responsible for recruitment. Recruiting is too important
to leave in the hands of recruiters.
Referral programs are one of the best sources of recruitment for 4 reasons:
1. Team members know what they want and need to complement each other
2. It's the people they're going to work with to achieve the goals
3. It generates capabilities to identify competencies and skills and then manage their development
4. Two clients for HR: Candidate and Leader, but the choice must be mutual, and HR becomes a
mediator rather than a meeting facilitator
MOBILIZE THE TEAM!
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Referral Program Risks
● Look out for bonuses or rewards that can impact the value of the program (the individual goal
before the team goal, the short term before the long term, etc.)
● Watch out for the diversity mix. We usually look for individuals similar to us. Add mix of
heterogeneous and complementary looks
● Watch out for the experience of referrals because it directly impacts their collaborators (they are
their acquaintances and their reputation comes into play as well)
Positioning of Referrals
DIGITAL TALENT: DESIGNED BY THE DESIGN COMMERCIAL TALENT: COUNT YOUR TASKS
TEAM COUNTING THEIR EXPERIENCE TO AND WHY YOU CHOOSE THIS PROPOSAL.
ADD OTHERS TO THEIR TEAM.

SAME COMPANY, PROPOSAL SEGMENTED BY AUDIENCE
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Star Model: Competency Interview
Technical Interview
A technical challenge, which simulates the work you will do, allows you to:
● The candidate shows what he or she can and has to offer, and talk from what he or she is passionate
about without disguising answers
● The interviewer knows him doing so and ask him about how he did it or why he made such decision,
as well as evaluating his seniority
In that dynamic happens the encounter and the mutual choice because they will be TEAM.
Trigger questions in the face of the challenge:

● What...
● How...
● Tell me more...
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Candidate Comparison
Hire: Only 2 Possible Results

CONTRACT OR NOT CONTRACT,
THAT'S THE POINT
Well, if I contract, two options: Well, if I don't contract, two options:

● Let him choose me! ● Isn't that the profile for this one, but it's for
● Don't let him choose me, and why didn't I fall someone else?
in love with him? Review proposal and process ● Doesn't ever stop?
to learn and improve
Give feedback Remember the candidate's
experience!
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On Boarding
● Self-management: not managed by a leader or

an area
● Automated / Custom / Gamified
● Basic lessons: how the organization works,
what skills do I need. What skills, values,
desired behaviors are. What basic and general
process are, like (HR, Technology, Purchasing,
and Payments Requests)
● Purpose of the company: what we are for, to
reflect on one's vocation and how it resonates
with that of the organization
● Internships or Area Tours: training in frontline
skills to get to know the business + networking
● Buddy: A good idea is to assign him a person
to accompany him in his early days, and not to
be his leader!
On Board Yourself!
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Suggested Books
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Module 5: Training and Development
Training and Development. New ways to make a "career", development maps, skilling mapping, role vs.
position, reskilling, the centrality of maturity in the role, new ways to measure potential in horizontal
and circular organizations, how to develop a culture based on Growth Mindset, Learning agility.
Continuous Training and Development
Teams cannot achieve their goals if a team

and team members as a whole are not capable
enough and leaders need to create a continuous
learning environment and contribute to skills
development.
Role/Role Maturity vs. Role Stand

What roles make up a creative team?
Dr. Peter Kruse, Professor for Organizational

Psychology, University of Bremen, Germany
Traditional Development vs. Agile Development

How we talk about career traditionally: How the generation of new talents speaks today:

“I started as a junior analyst, then became a senior "I was working on product X, then I was part of the launch
analyst, then chief and later deputy manager... etc." of product Y, last year I led the deployment of product Z...
etc."
Hierarchy ("title") is the most What you do and the value

important thing and only you generate is what really
counts vertical growth. matters.
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Agile Career Model
Principles to consider:
Specialization Matrix:
● Performance will be measured objectively
● Specific growth criteria
● Career progression is defined by levels
● Attracting talent from other ● Specialists can continue on their respective

organizations tracks and also move to other tracks
● Development of internal talent ● Experts are compensated according to their
● Retention of talent through the value contribution
generation of growth opportunities ● They can be compensated equally or above
their leaders
Performance
assessment
with objective
criteria
Attracting, Expertise has

retaining and an equivalent
developing contribution to
talent Agile management
Career
Model
Relevant
Flexible career
training and
opportunities
certifications
● Relevant certifications and training courses ● Clear principles for progress and move
● Leadership training ● Specialization is also required in leadership
roles
● Clear criteria to move through different
specialties
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Development Map
Benefits of the new career model

● Valuing specialization and value contribution to the organization
● Multiple career opportunities
● "Do" value is equivalent to "manage/lead“
● Attraction, retention and development
Management Track Expert track –Individual Contributor
▪ Intuition, Tactical knowledge

Master
▪ Vision of what is possible, innovates
G1 ▪ Experts are not novice repowered
G2 ▪ Big picture, systemic thinking
G3 Expert ▪ Leadership of important issues
G4 ▪ Deep understanding of rules, theories, alters
▪ Can solve new problems
S1 Senior ▪ Conceptual understanding
S2 ▪ Active decision-making
S3 ▪ Autonomy to address similar problems
Advanced ▪ Contextual understanding
S4
A1
▪ Decisions for standard situations
A2 (Entry level)
▪ Graduate or junior in the role
▪ Perform tasks by following explicit rules
Based on the Dreyfus Model

Sr Analyst
Analyst
Jr Analyst
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Development Map According to Expertise Chapters
● All chapters will have up to 5 levels of expertise according to the Dreyfus Model
● Specialization levels relate to wage grades in a standardized manner and based on their value
generation
● A detailed description of the behaviors and knowledge required by each chapter and for each
level of specialization is available to be clear about what is required of the collaborators
Master (M)
Expert (E)  Wage grade ranges exist for each
Dreyfus Senior (S) Dreyfus level (except for PO and
Dreyfus Clasification Tribe Leader tracks) to ensure
Advanced (A)
Model consistency and recognition of
Entry Level (N) levels (e.g., not trivializing the
concept of Expert)
Salary Grades A5 A4 A3 A2 A1 S4 S3 S2 S1 G4 G3
CL Chapter
Specialty 1
members can  Each chapter will define the
range of its wage scale related to
(N) (A) (S) (E) (M) assume the role
the Dreyfus model based on a
of Chapter Lead standard methodology and
CL by reaching The highlighting the need for the
Specialty 2
Examples Expert and specialty and its respective value
Master levels. generation
(N) (A) (S) (E) (M)
 Dreyfus levels may consider
more than one pay scale. Each
CL
Specialty 3 level of the specialty will have a
detailed description
(N) (A) (S) (E) (M)
Specialization Matrix
What is the Specialization Matrix?
It is the tool that allows each chapter to describe its specialty and the levels of evolution of it, as well
as the value that its specialty brings at each level to the organization.
Matrix structure
Technical skills
N1 N2 N3 N4 N5
Skill 1 Description of the evolution of each technical skill
(expressed in knowledge, behavior,
Skill 2
required resources).
Skill 3
Transversal Skills (Soft / Leadership) Max 10

skills
N1 N2 N3 N4 N5
in total
Soft Skill 1 Description of the evolution of each soft skill (expressed
Soft Skill 2 in behaviors)
Soft Skill 3
Achievements
N1 N2 N3 N4 N5
Achievements and experience that the specialist must 1 Additional
Achievements
achieve to continue to evolve criteria
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Benefits of the Specialization Matrix
● People Processes ● Agile @ Scale

● Performance: Describes behaviors by level ● Evolution: Structure the knowledge map
of expertise for continuous performance and allow you to manage the specialties
assessment and feedback ● Productivity: Improves productivity by
● Development: Allows you to define the promoting more prepared and better-
partner's development plan. Defines clear performance specialists in your assignments
requirements for level-to-level growth and ● Autonomy: Promotes self-employed and
the race line responsibly empowered specialists

● Selection: Details the profile required for ● Culture of Trust and Transparency:
each specialty level Declares the development process and the

● Compensation: Describes the profile and policies and requirements for growth in the
achievements required by each level for organization
position valuation processes
What talent do I need? Team Skills Matrix

After the individual matrices, you have to evaluate the composition of the team to see if it has the
necessary skills to achieve its objectives thus understand its opportunities for improvement and its
complementarities as well.
The key is the diversity of the team in profiles and knowledge.
51
Reskilling the Upskilling of Talent
Mapping and
Define the
Self-perception Action Plan
purpose and Make the RESKILLING AND
according to
Steps
purpose of the specialty matrix and Perception UPSKILLING

of Others Specialty Matrix
chapter PLAN
1 2 3 4
Define the work Define technical skills, Self-mapping of each Identify gaps that allow
Objectives
team and specialty cross-cutting skills, person according to matrix. the self-development of
that the Chapter achievements and Feedback from others I skills and skills, and peer
will develop. depth of them. work with to identify gaps learning from each
between self-perception other.
and perception of others.
Action plan for
development and training.
How do I identify talent? Learning Agility / Growth Mindset

Source: Korn Ferry Viaedge™ Self-Assessment
52
Experiment
Agile Talent Mantra

"Establish a mechanism to achieve an employee's best fit to an agile role, and provide ongoing feedback on
work and value delivery."
COLLABORATION
TRANSPARENCY ´
PURPOSE
NETWORKS´
ADAPTABILITY ´ AND
INSPIRATION LEARNABILITY
COMMITMENT
53
Circular Model Talent
4. Growth
Maturity in Value Delivery
3. BUSSINESS
SOFT SKILL
2.Purpose Feedback 360
Self Assessment
1. PERSONALITY
TRAITS
Self Assessment
Purpose and Aspiration
Co-created model with Mortgage Insurance.

Bussiness Soft Skill
Model co-created with Smurfit Kapps Evaluation 360.
Organic Growth
Hackathon
Coaching
Feed foward Reverse
conversations Investigate Develop mentoring
Reassign Level
Learnability
54
TODAY AGILE TALENT FLIES OUT
55
Module 6: Performance and Compensation
56
Performance and Compensation. Delivering value as a team vs the individual and mechanistic look.
Management focuses on the conversations of an agile coach, the liberation of structures. Periodic
review, 360 feedback. Rewards and recognition. How you grow in an agile organization.
Performance Management: From Where to Where

From:
● Focus on individual performance

● Evaluations established by a hierarchical superior
● The conversation aims to be an objective portrait of past performance
● Past look to pay bonus
To:
● Focus on team-level performance

● Peer-based processes for individual assessments
● The evaluation conversation becomes a personal indegation about each person's path of learning
and vocation
● Future look for development
Instances That Usually Mix
Conversations
Performance Recognitions
Development
Rewards Promotions
57
Individual Performance vs Group Performance
All organizations measure team results,

productivity or profits but...
Hierarchical organizations Teal/Agile Organizations
• They measure individually and give • They measure the performance of the team,
individual incentives and are not bothered by the individual
• Private and confidential objective • Public and visible objective and results
information information for all: peer pressure
• Top level that demands results, without • Self-love for improving for purpose and pride
purpose (focus on the task) • The team talks about what went well and
• Lots of control and fear and little what it could have done better
confidence in others • High level of confidence and low level of fear
“When people have the power to make decisions and the resources to work for a meaningful purpose, they
don't need motivational conversations or challenging goals. They do need to know if they're doing their job
right."
Conversation-Focused Management
1. Self-assessment: how am I doing things? What did I achieve and what I didn't? What do I have to
improve?
2. Individual conversation with peers and business and expertise leaders: How do you see me? What
do you think I achieved and what I didn't? What would you suggest to me to improve?
3. Team conversations: how did we do it? How could we do better? What are we missing?
People often take a good job for granted, or just say "Good job!" which is too specific a form of feedback.
In the case of negative feedback, we tend to avoid the issue and buy time until the next formal evaluation
conversation to raise the issue."
58
Continuous and 360 ° Feedback
Feedback is humbly asked for, received with gratitude, and given with love. It should be a joint,
multilateral and permanent exploration action, not just at the end of the cycle.
Addressing conversations from another mindset is key:
● Contributions that are celebrated and recognized

● Time to ask us honest questions about what doesn't work without value judgments
● Or powerful questions:
● What do we really crave to do?
● What can we offer the world?
● What are our particular capabilities?
● What's stopping us?
● What could help us walk bolder?
“Consciously or unconsciously we often use feedback to try to adapt others to what we think they should be."
Frederick Laloux
Compliments:
● What has gone really well this year and we'd like to celebrate?
Learning:
● What have we learned in this process?
● What didn't go so well or could we have done differently?
● How do we evaluate things as they are in relation to how we thought they would be?
Longings:

● What excites me most about next year?
● What do you care most?
● What changes would you suggest in your features?
● Which of the ongoing professional projects will help you grow?
● How can I help you and your work?
● What are your goals for the next quarter/year?
“Make feedback normal. Not a performance review." Ed Batista.
59
The Team Retro: Team Feedback
Retrospective is a time for the team to inspect themselves and create an improvement plan that will
allow it to work better in the next sprint. It takes place after the Review and the focus is the equipment
and processes, not the product review.
● Identify opportunities for improvement in technical aspects (expertise that may be missing) or in
team dynamics (how interpersonal relationships work)
● The focus is to get concrete actions responsible for their follow-up
Phases of the Retrospective
● Check-in: remember the purpose of the meeting and the maximum time it can last
● Collection: analyze the team's mood, present relevant facts that have occurred in the iteration,
identify finished, unfinished items, locks, relevant decisions made, etc
● Learn: analyze facts and answer questions: what happened? Why did it happen? How can we
improve it?
● Decide what to do: from everything identified, choose what we want to work on to incorporate it
into the next iteration
● Check-out: mark responsible to follow each of the actions we have chosen. Motivate the team by
thanking the work, openness, participation, transparency and trust
Liberating Structures
http://www.liberatingstructures.com/
60
The Team Retro: Triggers
Gallup's 12 questions are triggers to use one per retrospective session, when needed:
1. I know what's expected of me at work

2. I have the materials and equipment I need to do my job well
3. At work, I have a chance to do what I do best every day
4. In the last seven days, I have received recognition or praise for doing a good job
5. My supervisor, or someone at work, seems to care about me as a person
6. There's someone at work who encourages my development
7. At work, my opinions seem to count
8. The mission or purpose of my company makes me feel that my work is important
9. My associates or co-workers are committed to doing quality work
10. I have a best friend at work
11. In the last six months, someone at work has told me about my progress
12. This past year, I've had opportunities at work to learn and grow
Recognition: Kudos Box and Kudos Walls
Sometimes it's not a feedback but a recognition

(some consider them within the conversation
model and sometimes reward model) to another.
Have people offer them thank you samples

through cards with recognitions, either by placing
them in a box or by placing them on a wall.

Cards can be a thank you for an action or
task, pride in attitude, congratulations on an
achievement, for example.
It can be part of a ceremony, or have a wall where

they are left glued together.
Optional: Small (symbolic) gifts can be offered to

those who received a Kudo card from their peers.
61
Compensation and Rewards:From Where to Where
From
● The decision is made by a hierarchical superior

● Individual incentives
● Meritocratic principles that can lead to large pay differences
● Status and profit symbols by hierarchical levels
To
● Self-determined salaries with peer calibration for basic payment

● No bonuses, but earnings are shared equally
● Minor wage differences
● No status symbols or hierarchical benefits
Rewards: Not Everyone Wants the Same Thing
Energize people: people are the most important parts of an organization, and managers should do
everything they can to keep people active, creative, and motivated.
Motivation and commitment: technically, we can't make people feel motivated or engaged, but we
can certainly set the right conditions that maximize the likelihood of it happening (although success is
never safe). It manages the system, not people.
Rewards And Incentives

Intrinsic motivation: behavior that is triggered from within a person. In other words, the person gratifys
himself.
Extrinsic Motivation: behavior driven by external rewards (awarded by others), such as money, ratings,
and praise.
62
Focus first on intrinsic motivations and then on extrinsic ones
In TEAL organizations, it matters that the work is meaningful and that they can express their talents
and vocations in it.
“Well-intended rewards that inadvertently backfire are legion. […] Influence masters first ensure that vital
behaviors connect to intrinsic satisfaction. Next, they line up social support. […] They finally choose extrinsic
rewards to motivate behavior. If you don’t follow this careful order, you’re likely to be disappointed.” - Kerry
Patterson, Influencer
Moving Motivators
Try to find out what motivates you and/or give others a vision of your motivators. Playing the game
Mobile Motivators is not difficult. In fact, it's easy and helps you explore and address your intrinsic
beliefs.
The CHAMPFROGS MODEL is used to describe motivators. All ten motivators are:
1. Curiosity: having a lot of things to research and think about

2. Honor: proud that your values are reflected in your work
3. Acceptance: colleagues approve of what you do and who you are
4. Mastery: work challenges your competition, but within your abilities
5. Power: there's enough room for you to influence what's around you
6. Freedom: you are independent of others in your work and responsibilities
7. Relationship: have good social contact with others at work
8. Order: have enough rules and policies to create a stable environment

9. Goal: your purpose in life is reflected in the work you do
10. Status: have a good position and you are recognized by your colleagues
Sort by importance, and highlight the 3 that matter most to you and the one that matters least to you,
point out your scale of non-negotiable.
The model is influenced by other models such as Steven Reiss's theory of 16 basic desires and Abraham
Maslow's hierarchy of needs.
63
Rewards and Incentives
How can we incentivize better performance?

How can we reward people for the work they have done?
Six rules for rewards (all backed by science)
1. Don't promise rewards in advance

2. Keep early rewards small
3. Reward continuously, not just once
4. Publicly reward, not private
5. Reward behaviors, not just results
6. Reward teammates
What do we reward?
1. Pay for available time, it is the managers and

peers who get as much of their presence as
possible
2. Pay for results they generate for your
organization
3. Pay for the effort they put into their work
Source: Management 3.0: Leading Agile Developers, Developing Agile Leaders. Jurgen Appelo
64
Paying for results only motivates you to work for successes.
It means that most will prefer to work in good practice with the guaranteed results over experimenting
with uncertain results because only successes are monetarily rewarded.

Source: Management 3.0: Leading Agile Developers, Developing Traditional
Agile Leaders. Jurgen Appelo Reward
65
How much money does each one deserve?
Model 1: ask each employee to rate the colleagues he or she has worked with once a year. The survey
consists of only 2 questions:
● "This person contributes (much) more or (much) less than me" (on a scale of -3 to +3)
● "This person has good foundations for evaluating me" (on a scale of 1 to 5)
People with more experience, more knowledge and more workers are left in the upper sections, with
higher salaries, while the newest or least experienced are among the lowest.
Model 2: organizations that let people set their own salaries using the council process: they ask for
advice and recommendations from colleagues around them, so they are responsible for evaluating
their own contribution and evaluating it.
Model 3: each person writes a letter once a year setting out the pay increase they consider fair and
why (more demanding functions or special contributions), then shares them with a group of peers
chosen to be part of a remuneration committee. This committee receives the letters, values them and
gives feedback. He just has the power to advise
Teal organizations are struggling to reduce wage gaps.
Suggested Books
Who Am I? – Steven Reiss http://bit.ly/1osd01T

Self-Determination Research – Ryan Deci http://bit.ly/1QVTaFC
Drive – Daniel H. Pink http://bit.ly/1OBZO1G
Motivation and Personality – Abraham Maslow http://bit.ly/1Rgbo49
The Motivation to Work – Frederick Herzberg http://bit.ly/1QVTqV2
66
Closing Rules
When self-management predominates, there are rules that govern all processes:
● No one can kill a good idea

● Anyone can cooperate
● Anyone can lead
● No one can command
● You can choose a cause
● You can easily build on what others have done
● You don't have to tolerate thugs and tyrants
● Activists are not marginalized
● It usually earns excellence (and not mediocrity)
● The rules that kill passion are reversed
● Great contributions are recognized and celebrated
67
CertiProf @CertiProf CertiProf @Certiprof_llc CertiProf LLC
68 www.certiprof.com

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Learning Objectives

CertiProf® is an examination institute founded in the United States in 2015.

● Human Resources Leaders, Talent Managers ● Name

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

Agile Talent Mantra 53

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

Relationship Between Agile and Waterfall

Traditional Method Agile Frameworks

Change Based on the prioritization of Backlog Formal change management system

Leadership Collaborative, helpful leadership Command and control

“Agility is the ability to balance flexibility and stability."

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

Organizations That Have Adopted Agile 3 Main Features

3. The law of the network.

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

*From an article by Steve Denning: https://www.forbes.com/sites/stevedenning/2016/09/08/explaining-

If we trust someone, why detailed reports?

If diversity is important, why so few women in senior management?

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

• Strategies to improve the work

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

Source: Frederic LaLoux. Reinventing Organizations.

Multidisciplinary Teams co-located: Autonomous cells

New Organizational Design: Matricial

TRIBE WORK PRINCIPLES

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

3 roles help the Squad to carry out its

What is a Tribe? How are the Tribes organized?

• A set of multidisciplinary teams (squads) organized around

• Typically between 50 and 150 people in size Tribe Lead

• He has a 100% dedicated senior leader responsible for

• It is made up of IT and business people, as well as centers

• Empowered to decide "how" to achieve its key goals and

New Organizational Design: Cells

Cross-functional teams of "representative functions" whose

Where is empiricism when we talk about courage?

The Traditional Stack

Goals implemented from top to bottom

“Agile” (Only halfway)

Waterfall goals implanted from top to bottom

Agile Full Stack

OKR: Objectives and Key Results

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

I will do (Objective) as measured by (This key

Comfort Zone Learning Zone

Apathy Zone Anxiety Zone

● Qualitative (Non-measurable) Objective: To fall in love with our customers.

AGILE HR CERTIFIED PROFESSIONAL AHRCP™

Activity-Based Key Results Value-Based Key Results

Activity-Based Key Results Value-Based Key Results

Activity-Based Key Results Value-Based Key Results

● They are reviewed and questioned every quarter

Objective: To fall in love with our customers.

(75 + 100 + 60 + 40) / 4 = 69 OKR SCORE = 69

KEY RESULTS DEFINITION OF INDICATORS EVOLUTION

INITIATIVES NEXT EXPERIMENT ONGOING EXPERIMENT VALIDATED? LEARNING

Talent Attraction: Where to Where

How do I make up a team?

I got it? I don't have it?

• I map competencies + skills that I have

• I identify learning agility + growth mindset