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D359 Agile HR ToolKit Chapter 7-12 With Questions And 100% SURE ANSWERS
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JACKLINED359 Agile HR ToolKit Chapter 7-12 With Questions And 100% SURE ANSWERS
Terms in this set (54)
Value and prioritization: how to manage the endless HR wish-list and deliver value to the business.
how to apply design thinking within HR and build great human-centric products and services with
Co-creation:
our people, rather than implementing solutions on to them.
how Agile ways of working are reshaping the HR team model and helping us deliver a more end-
Agile teams and operating models in HR :
to-end employee experience.
Thinking like a scientist: how to apply an evidence-based approach and make data-driven decisions.
Continuous improvement : how to use the Agile feedback loop to support learning and improve performance.
How HR creates new value, competitive advantage through high-performing teams, great leaders
Strategic value: and the development of new capabilities, plus the impact of creative and innovative talent.
Aligned with business strategy
This is how we help the business succeed day to day. Such as a reliable payroll system or
Enabler value:
ergonomic chairs for people to sit on.
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, Being a social enterprise is more than just running a few corporate social responsibility
campaigns. It involves building a trusted employee brand proposition that makes people want to
Purpose-driven value:
work for the organization because they feel connected to a wider social purpose and can make a
positive contribution to their community through their work.
Intimately linked to building a purpose-driven brand is understanding the human element of work
and the need to genuinely care for our employees. This need is captured through the human-
centric approach of Agile HR and represents an opportunity where HR can add a lot of untapped
Employee value: value. Quite often, business leaders lack HR's experience in how to build a culture of belonging
and an organizational design where people get excited by the work they do and who they work
with. This goes beyond using a few motivational or engagement tools within the workplace and is
about treating people as adults. The approach feeds off self-determination theory.
HR should never lose sight of the end-customer in our work. While HR's attention is naturally
focused more on what we see as the immediate, internal customer, namely our employees and
End-customer value:
leaders, we need to assess how our activities and solutions impact the end-customer of the
organization.
Assess business priorities, Assess the people and culture landscape, Offer insights, Co-create
with stakeholders, Apply prioritization tools - risk vs. value grid, Moscow method, effort vs.
Building a Strategic Portfolio of Work:
impact grid, value matrix, forced ranking, bubble sorting, Sense-check the human element, Self-
organize around agreed priorities
both senior stakeholders and employees can quickly gauge where an HR team is at and what
By using a transparent and openly shared backlog:
their focus is.
is great for prioritizing the features that need to be designed and delivered for a product or
Moscow Method:
service
which features are the must-haves or non- negotiables, the absolute minimum to get the product
MoSCoW first identifies: or service functioning. Next, it identifies the should-haves, which are the features that make the
product or service usable or likeable. MoSCoW:
the could-have features that will help delight the users, though generally it will be impossible to
Secondly identifies:
deliver them all.
the features that simply don't add any value at this stage, and while these features should be
Finally, MoSCoW identifies:
periodically reviewed when requirements change, HR teams need to say no at this time.
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