![]() ![]() This, inevitably, also affects the way HR interacts and engages with both management and the workforce. Principle # 9 – Decentralize Decision-Making Principle # 8 – Unlock the intrinsic motivation of knowledge workers It is well elaborated in two of the SAFe Lean-Agile Principles, specifically: In SAFe, this goes hand in hand with a move from task-management and command & control to inspiring leadership. It is not only about understanding the drive of knowledge workers, but also recognizing the power shift that comes with it. This forms the basis for creating and honoring the new talent contract. In order to innovate and contribute, they must be allowed to manage themselves with significant autonomy and empowerment. They want to take responsibility and be actively involved. But they also seek meaning and purpose in their careers and appreciation and respect. Knowledge workers thrive on this kind of challenging work. As such, it defies traditional, task-based management. 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. It is their ideas, experiences, and interpretations that keep businesses moving forward. Drucker defines knowledge workers “as people who know more about the work they perform than their bosses.” Their jobs consist of converting information into knowledge and instantiating that knowledge in systems and solutions. The driving force behind the Lean-Agile organizations is knowledge workers – the fastest growing and most critical workforce sector. Today is the age of digital disruption and enterprises must respond to the new realities by fundamentally reinventing their mindsets, behavior, leadership, and ways of working. #6 – Support Impactful Learning & Growth #1 – Embrace the New Talent Contract #5 – Take the Issue of Money off the Table In this whitepaper, we will describe six basic themes that can guide Leaders and their HR Partners on how to address various aspects of more contemporary Lean-Agile people solutions in the Lean-Agile enterprise. It changes the face and significance of HR forever. It imposes a far-reaching transformation to bring HR into the 21st Century by shifting from a process-oriented HR Management to an empowering Lean-Agile people operations. This new mindset challenges Human Resources (HR) to realign their people approach with this new way of working. ![]() Figure 1 characterizes the SAFe approach. In addition to extensive practice guidance, SAFe promotes and describes a comprehensive set of values and principles that Lean-Agile Mindset leaders can use to foster the transformation and continue the journey to enhanced competitiveness in software and systems building. The Scaled Agile Framework ® (SAFe) has emerged as the leading framework for addressing this challenge at enterprise scale. Responsive enterprises act by a) acknowledging talent, knowledge, and leadership as the new currency for competitiveness and by b) embracing Lean-Agile values, principles, and practices. Such new competencies can no longer be mastered through industrial age structures and practice. Competing requires a level of competence and ability in the development and deployment of software and systems unlike that which brought the successful Enterprise to this point. The digital transformation is affecting virtually every enterprise across the globe. Note: This article is part of the Community Contributions series, which provides additional points of view and guidance based on the experiences and opinions of the extended SAFe community of experts. With Dean Leffingwell, Co-founder and Chief Methodologist, Scaled Agile, Inc. Doug Conant, American businessman and former CEO, Campbell Soup Company Agile HR with SAFe Bringing People Operations into the 21st Century with Lean-Agile Values and Principlesīy Fabiola Eyholzer, CEO, Just Leading Solutions LLC To win in the marketplace you must first win in the workplace. ![]()
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