Agile Talent Acquisitions & Human Capital Management

People come first and hiring and maintaining great talent is a challenging task. Disruption in HR strategy impacts all strategic initiatives and the tracks set for their talent capital. Historically, almost all Agile transformations fail to integrate HR strategic planning as part of their Agile Transformation and as a result, meet resistance from middle-management, loose talent, and are not able to attract the best talent.

Cross coordination from a mix of agile coaches is needed to gather a health check of underlying issues identified during the initiation of the agile transformation. The majority of the time, these issues already existed within the organization and agile lent itself well to expose these discrepancies in company culture. 

An execution plan is developed in partnership with Enterprise Agile Coaches, Executives, Legal and HR to determine the demands of an Agile Framework and the talent growth development of individuals. Performance measurements and the motivation of individuals cross over more than people think. Aligning motivations of individuals and the enterprises demand to change quickly is done by creating changing virtual groups.  A focus of investment tooling to individuals shows greater benefits, rather than old performance measures historically has shown more negative adverse affect to culture and motivations. 

Guidelines, Processes, and Procedures.

What will happen to them?

The PMO has an important role within Agile organizations and play a vital role as the "nervous system" of the Agile transformation. The Project Management Institute (PMI) has transitioned its practices these last 10 years as Agile has become a more adopted set of principles for organizations wishing to compete in the 21st century. 

The Lean Agile practices can be a beneficial adoption for current PMO's supporting agile teams. The new framework allows teams to adapt to changes in the market quickly, but, this demand still requires guardrails and controls to protect the organization. The framework itself will need to be adopted and supported in an organized manner. After the transformation is complete, there will be changes that need to take consideration of current practices and the implications to knowledge resources and in-flight initiatives. Enterprise Agile Coaches can lend their support here. 

Enterprise Agile Coaches

Enterprise agile coaches provide planning and support services when multiple lines of business are transitioning to Agile in parallel. They work with senior management to plan organizational structures that support agile transformations. They work with senior architects to plan the transition to an agile approach to Enterprise Architecture, and with testing leaders to create and mentor teams in agile testing approaches. They work with IT infrastructure leaders to plan and  operationalize an agile approach to infrastructure. Typically enterprise agile coaches have extensive experience working with senior leaders in large organizations, an understanding of all major business roles, technology roles, from development and testing, to project management, to product development, to product Portfolio Management, an in-depth understanding of systems thinking and planning, and world-class communication and facilitation skills