Agile HR leads to happier employees

- Agile and Lean Principles

by Sam, Management 3.0

We all know that happier employees lead to more productivity and a better overall work culture. So why wouldn’t we do everything in our power to both be happier ourselves and to make those around us happier?

In a fairly recent article, one of the leading consultancy firms in the world, McKinsey, said that:

Leaders are realizing that moving to a more agile HR model can create new levels of excitement and motivation that were previously absent in an organization.

But before we dive into the McKinsey article, for everyone who is still trying to wrap their heads around what exactly agile and agile HR is…

Here are a few quick tips from Organize Agile:

  • Agility is a way of thinking
  • It is not about controlling and prescribing
  • It’s about sensing and adapting
  • An agile organization often works with multidisciplinary, self-organizing teams, just like we practice at Management 3.0.

OK now back to McKinsey and how agile makes for happier employees.

Benefit of using an Agile HR model

Their article highlights a few key points that an agile HR model can help with, primarily enabling the allocation of resources to “top business needs”, which generate these outcomes, according to the article:

#1 Critical talent ventures are completed faster with better outcomes and greater visibility

#2 HR staff can focus on generating impact while developing a broad range of skills.

Research showed a 20 percent boost in employee engagement scores by using an agile model.

#3 A centrally managed pool of HR professionals allows for visibility and control over development and deployment and eliminates the siloed approach usually found in traditional HR organizations.

At Management 3.0 we also believe in the Agile HR approach. In fact, we just launched a new Agility in HR (ICP-AHR) Workshop to help people learn about the changing role of HR in agile and what it takes to attract, hire and retain the right people.

So what parts of HR should be agile?

According to McKinsey work is divided into two categories:

1: “Run” activities: Where HR systematically applies the same processes every time, standard ones repeatedly run by specialists.

2: “Build” activities: HR tries to improve learning programs, high-potential development or sourcing strategies, all of which are “ripe for agility” according to McKinsey.

How can it work?

This image is taken from this article and attributed to McKinsey

Has your office tried using an agile HR approach? If so tell us about it below in the comments section or by joining our fabulous Supporters Program where you can share insights with like-minded people in Slack.

Photo by Pierre Bamin via Unsplash


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