- How do you measure performance when everyone is equal?
- How do promotions happen? If everyone is equal, how can promotions occur?
- How does succession planning occur?
HR organizations are watching Agile transformations and trying to figure out how they will adapt HR to be Agile too. Is it enough for retention, employee engagement and collaboration to replace project work and bell-curve performance incentives? In keeping with Agile, Is there a need to provide continuous performance feedback within an Agile team – by definition, isn’t that what they are doing already? Is HR the best group to teach collaboration and conflict resolution, or should that be left to the teams themselves? Can HR supply continuous learning outside Agile teams? What would that look like? If all Agile teams are equal, and all companies are Agile, wouldn’t employees jump between best paying jobs? Agile is made up of diverse approaches and people which makes the predictability of answers here pretty difficult.
These are difficult questions and a great place for leaders to initiate discussions with HR and all employees, working in a subtly Agile way to redesign talent management. There will not be one perfect answers for all companies. Culture and strategy will promote or prevent these decisions.
Leadership roles will continue to change as well. Will you need more or less leaders? Consider using Key Accountabilities rather than complicated, competency based job descriptions to redefine career planning. Key Accountabilities are 3 – 5 measurable statements that describe the role of a person in an organization. I describe these as ‘what 3 – 5 things do you have to do each day for the business to be successful?’ This is a good way to begin to evolve talent in an agile organization. For more information, contact us at firstname.lastname@example.org .