From Siloed Teams to Collaborative Powerhouses: The Agile HR Revolution
Imagine an HR department where cross-functional collaboration is the norm, not the exception. Agile HR practices can turn this dream into reality, are you ready to lead the change?
The Shift Toward Agile HR
In recent years, HR has undergone a significant transformation. Once viewed primarily as an administrative function, it’s now seen as a driving force behind agility, efficiency, and effectiveness in organisations. But Agile HR takes it a step further.
HR / HRM Value Chain
Agile HR doesn’t just focus on the core elements of Human Resource Management (HRM); it drives cultural and organisational change. It shifts a traditional, hierarchical organisation into one that fosters innovation, speed, and customer-centricity, all while keeping people at the heart of the process.
Agile HR in Action
Agile is no longer confined to software development, it’s now being applied across entire enterprises, including HR. By adopting Agile principles, HR can lead the charge toward a more adaptive and collaborative work culture.
Consider the Agile HR Manifesto, which emphasises:
Collaborative Networks over Hierarchical structures
Transparency over Secrecy
Adaptability over Prescriptiveness
Inspiration & engagement over Management & retention
Intrinsic motivation over Extrinsic rewards
Ambition over Obligation
When aligned with the 'Domains of Business Agility', particularly "Engaged Culture" and "People-First Leadership", you can see the synergies. These domains highlight the importance of transparency, fostering a learning organisation, acting as one team, and building authentic relationships.
Core Pillars of Agile HR
Agile HR transforms HRM activities and processes by focusing on four key areas:
Employee Experience - Putting people first in everything from recruitment to retention
Organisational Design - Building adaptable, cross-functional teams
Culture - Cultivating a mindset of continuous improvement and learning
Agile Mindset - Encouraging responsiveness to change and fostering innovation
Real-World Application
Having worked in global technology consultancies that embraced Agile software development, I witnessed firsthand how the agile way of working moved beyond IT and into HR as it evolved into People & Culture (P&C) teams. Whilst working as Exec Delivery Director for MENA our global consultancy did not have a centralised HR team. We embedded HR professionals within individual offices and cross-functional teams, we reshaped talent acquisition, employee well-being, and performance initiatives.
In my last UK-based role back in 2016, we were struggling with recruitment responsiveness when working with the centralised HR team that supported our group companies. To address this we hired a Talent Acquisition Lead who was embedded directly in our office. This leader sat alongside me (as Head of Agile Delivery), our Head of Business Development, and our Resource Manager. Our Talent Acquisition Lead wasn’t just filling roles, they were integral to our project planning and sprint processes.
For one of our largest retained clients, BMW, we maintained teams both onsite and at our HQ. BMW often required rapid support for mini-feature development, which called for specialised skills that our core teams didn't always have, or their capacity was fully utilised. Thanks to our embedded Talent Acquisition Lead, we were able to quickly source freelance specialists, building a reliable portfolio of experts available on demand to meet our client’s evolving needs.
Agile HR Success: The Vistaprint Case
A powerful example of Agile HR transformation comes from Vistaprint, as discussed in Steve Denning's 2018 article for Forbes, "Transforming HR as Agile Business Partner: The Case of Vistaprint." Their shift was profound - HR was reimagined as a business partner, not a back-office function. In the article Denning speaks with Vistaprint’s Head of Technology & Transformation and their Head of Talent & Experience, to explore how this shift evolved.
Key insights from their journey reaffirm that HR, when approached as a product for employees, drives higher engagement, innovation, and collaboration. Below are my key takeaways from this article. However, I highly recommend you read it in article (link at the end of this article).
Agile Transformation Journey - Vistaprint began its transformation journey four years ago, supported by a strong coaching team and top-down leadership commitment.
HR Rebranded - In 2016, the HR team was renamed Talent & Experience (T+E) to reflect its focus on nurturing talent and enhancing the employee experience. This includes personal and professional development, onboarding, and creating an inspiring workplace.
Decentralised People Management - The fully integrated T+E team now operates as an active business partner within the Technology and Transformation group. They work closely with Agile Coaches to instil an Agile mindset across the organisation.
Cultural and Organisational Changes - Vistaprint has redefined its purpose and cultural behaviours to foster innovation, speed, and customer-centricity. They aim to replace the traditional hierarchical model with networks of individuals collaborating on shared goals.
Employee Experience as a Product - Vistaprint views the employee experience as a product portfolio, utilising Agile practices. Teams are formed around specific employee experience features, such as performance feedback and development, with Agile Coaches embedded to ensure iterative progress.
Agile Transformation in T+E - The T+E team adopts Agile methods, including iterative development, feedback loops, and prototyping. Agile practices have become embedded in the organisational culture, driving transparent communication and continuous learning.
Integrated Teams and Shared Backlog - Talent Business Partners and Agile Coaches now work from a shared backlog, promoting cross-functional collaboration. This integration aligns talent management with business needs, enhancing learning and operational efficiency.
Continuous Improvement Through Data - The Employee Insights Team gathers data to continually refine the employee experience. They collaborate with other teams to improve talent initiatives, such as the recruitment process, which now includes Agile-inspired feedback loops during interviews.
Final Thoughts
The Agile HR revolution is here, and it’s transforming the way organisations operate. By breaking down silos, improving talent sourcing, and creating a collaborative work environment, Agile HR can turn teams into collaborative powerhouses.
The question is: Are you ready to embrace the change?
Further Reading:
Steve Denning, 2018. Forbes, "Transforming HR as Agile Business Partner: The Case of Vistaprint."
Case Study - BFSI: Adaptive Hiring with Agile HR
Business Agility Institute - Domains of Business Agility
If you’re an agilist who’s interested in going deeper into Agile HR, I recommend the International Consortium for Agile’s Agile HR qualification.
A Little Disclaimer:
My words are my own. Whilst Chat GPT is an amazing resource to check my grammar, suggest better formatting and provide catchier headlines when my brain fog sets it, it cannot provide verifiable data without substantiation. It cannot replace experience or the passions and inspirations which fuel our professional lives. The data and trends I have included have been substantiated via the sources detailed below. The insights given in this article are based on my +21 years professional experience, my +6 years in senior leadership roles in The UAE and my own wide-ranging research. If this article has resonated with you please feel free to comment and share, feedback is always welcome and appreciated.