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The driving force behind the Lean-Agile organizations is knowledge workers — the fastest growing and most critical workforce sector. It is their ideas, experiences, and interpretations that keep businesses moving forward. The results of their intermediate work are often intangible and require improvisation; the use of judgment in ambiguous situations, as well as interactions with others, is continuously required.
As such, it defies traditional, task-based management. Knowledge workers thrive on this kind of challenging work. It motivates their very being. But they also seek meaning and purpose in their careers; and appreciation and respect. They want to take responsibility and be actively involved.
In order to innovate and contribute, they must be allowed to manage themselves with significant autonomy and empowerment. This forms the basis for creating and honoring the new talent contract. It is not only about understanding the drive of knowledge workers, but also recognizing the power shift that comes with it.
Principle 9 — Decentralize Decision-Making This, inevitably, also affects the way HR interacts and engages with both management and the workforce. Employees will claim a voice in shaping the way their organization takes care of them — not only when it comes to their career development, but across the whole HR value chain.
Like management practices, people operations must become less prescriptive and more flexible, empowering and accommodating. HR solutions become co-created and evolve constantly. This is an integral part of building places of work full of inspiration and engagement.
Enterprises with engaged employees have much higher returns. Yet the vast majority of employees worldwide are dissatisfied, disillusioned, and disengaged. Agile understands the power of bringing intrinsically motivated people together to form collaborative empowered teams.
Anyone who has ever participated in one of their Program Increment PI Planning has firsthand experience of the enthusiasm and energy in the room.
Unsurprisingly, SAFe teams are more passionate and involved. Simply, engagement—perhaps sometimes dismissed as idealistic HR notion, translates directly into better business performance and success.
Figure 2 illustrates the realities of disengagement and the benefits of high employee engagement. Employee Engagement Engagement fosters retention. The best way to lower turnover is to invest in people. The concept of improving the market value of employees and making them more attractive for competitors may seem counterintuitive.
But actively developing people take away their need to switch jobs in order to improve and advance. Agile practices allow people to evolve through challenging work, powerful collaboration, constant reflections, continuous feedback, and relentless improvement — all deeply embedded into the workflow.
In other words, Agile does not distinguish between learning and working: Working equals learning, And knowledge workers are learning workers. Hence, the goal of Agile Enterprises is not simply to retain talents, but to let them grow and thrive; and develop a flourishing talent pool.
But finding top talent is increasingly difficult. When it comes to Talent Acquisition, Agile Enterprises get a competitive edge by considering the following: Enterprises can — and should — build on their commitment to Agile excellence and use it to help build a strong employer brand.
Recruitment starts long before a new vacancy comes up. The talent acquisition team must continuously reach out and connect with interesting technical people to pull them into the talent pipeline.
Technical expertise is important, but Agile teams prosper when hiring candidates with the right attitude and cultural fit. The tendency for heroism and over specialization must be avoided.In a competitive world, we need leaders with novel ideas, who are willing to take risks, inspire and motivate, and build new strategic partnerships to address global challenges.
In these endeavors, leaders need to incorporate skills that are more in the realm of psychology and cognitive science.
Mar 27, · So what does leadership and management look like in the successful, growing and innovative 21st century organization? One easy correlation I can draw is from experiencing the leaner structures we had in the Navy SEAL teams.
The U.S. Department of Education recently released Transforming American Education: Learning Powered by Technology.
Here, Karen Cator, director of the Office of Educational Technology, talks with Educational Leadership about the highlights of that plan and the national vision for schools.
You've. To win in the marketplace you must first win in the workplace.
—Doug Conant, American businessman and former CEO, Campbell Soup Company. Agile HR with SAFe. Gary DePaul's comprehensive Nine Practices of 21st Century Leadership makes sense of the vast sea of leadership books.
Written with both managers and scholars in mind, DePaul's study situates--and demystifies--the language of leadership in systems thinking. Four specific skills are most important for preparing students to succeed in the 21st Century: critical thinking, communication, collaboration, and creativity.
NEA developed this guide to help K educators incorporate these ideas into their instruction.