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D359 Chapter 1 – 3 With Questions And 100% ALL SURE ANSWERS
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D359 Chapter 1 – 3 With Questions And 100% ALL SURE ANSWERS
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JACKLINED359 Chapter 1 – 3 With Questions And 100% ALL SURE ANSWERS
Terms in this set (51)
It does this by building feedback loops directly into the cycle of work and inviting teams to
How does a Agile minset develop highperforming
continuously assess how they work, what they're achieving and what improvements need to be
teams and organizations?
made.
The Agile mindset helps businesses: innovate and deliver great customer product
HR leaders look towards Agile HR as a proven lift the performance of their own teams, as well as a way to start ruthlessly prioritizing time, effort
method to: and budget.
Each individual by inviting them to work in a collaborative team whose members self-organize
Agile releases the power of?
and make their own decisions based on what will deliver the most value to the end-customer.
What is the biggest benefit HR has discovered Agile is the creative energy that Agile teamwork brings to their everyday job.
about Agile?
Agile HR places people at: the heart of everything we do. Employees are the internal customers.
great places of work where high-performing teams are driven through purpose and the impact
Agile HR helps build:
they have on the end-customer.
D359 Chapter 1
Employer branding helps: -3 attraction and retention
1/5
, 9/19/24, 10:32 AM
The ability to run safe but small experiments, is a core component of the Agile mindset
where it is OK to fail :
the feedback loop. Helps leaders and teams give and receive feedback, openly share their
HR is the facilitator of: learning when something goes wrong and actively planning how they can improve in their next
increment of work.
Agile advocates small, multi-skilled, self- make quick decisions in response to evolving customer needs.
organizing teams that can:
Different business roles are invited to the Agile HR co-design the solution and validate the user experience of what is being delivered.
team to:
how we build an HR operating model that can successfully manage both business-as-usual (BAU)
One challenge to Agile HR is:
and the more creative solution design.
The Agile HR concept of testing and elaborate or a time-consuming exercise. It could be as easy as walking down the corridor to ask
experimentation doesn't have to be: five people what they think of a piece of company communication before we hit Send.
The key is designing a prototype os: in the customer's hands or creating an experience to assess their real-life reactions and response
it's important to find our own flavour based on for how to do Agile HR. It's also essential to build this new model of working incrementally
culture, industry, team size and business needs: through a test-and-learn cycle.
Traditional HR: Static practices that don't flex with the changing environment
Agile HR: Continous incremental development improvement cycle that flexibly changes
Agile HR creates a unified customer-centric helps employees feel connected to the purpose and the vision
position that:
Deferred decisions and handovers in traditional slowing us down. BAD
project management methods or design are
viewed as:
Agile HR helps develop: T shaped teams and people (various depths of experience and different projects/scenerios)
project-based work, where the movement of people is more fluid, and based on end-customer
Agile Hr moves toward:
needs and capability requirements;
D359 Chapter 1 - 3
2/5
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