Building A Workplace of The Future in Finland: Musti Group, Part 2

musti group

AgileHR and making difference in everyday work

Could you tell us about your most successful project where you utilized your knowledge of AgileHR?

“Agility” was the first big project encompassing agile changes.

Workforce management system has changed in all 3 countries- Finland, Sweden and Norway. We changed our WFM system, outsourced payroll and got a new HR system. We started by involving many people who can help us because, as said, changes should not be made only in the HR team.
From this perspective, it seems so simple and not really rocket science as some people believe (before even trying).
Throughout the process of change, we had a full-support of Peoplegeeks. It felt like a safety net and I never felt I’m alone, lost or that I can’t do something.

What role did AgileHR play in the “Agility” project and how was AgileHR executed?

In one part of the project we had to involve 10 people. We helped everyone understand such a big change will be a heavy load for the company and the way everyone was working, including store personnel, sales people, logistics, was about to change a lot. We were a facilitator of this change.

At that time I, as a Project Manager, designed drafts of processes and then worked on them with project team. To save time, as we were located in different places, the first part of work was on me but we as a team made final decisions. This approach made the process a whole lot smoother.

8h kick-off training with project team about processes and process design aligned with Agile HR.

A crucial start for the project is to have the right mindset from the beginning.
People saw the benefit of alternative ways of working. One of the processes was kept the same because it was reasonable in the first place. Very importantly, because we used AgileHR methodology, we were able to show numbers and clearly demonstrate our positive contribution to the business.

In comparison with the traditional way of doing HR, what are the differences when you utilize AgileHR? What difficulties AgileHR helps you overcome that traditional HR cannot?

One concrete example that took some work for HR team were manual updates we needed to make when a new employee joins. We had to make 9 manual updates and we thought that’s how it should be. Daily tasks were our focus and we never thought there should be a change or that we should think more long-term.
There were no process designs in place and we made lots of rushed decisions. It’s been only 2 years since we switched to AgileHR but it feels like 10 because the change has been so big that it feels like it’s a different company now.
I think our HR team has set an example for others in the company, when it comes to agile ways of working and perhaps for the whole HR profession in Finland. We’ve proven it works and it works better than traditional HR.

Where We’re Headed with AgileHR

In your future work, what role do you think AgileHR will play?

We are expected, and we should show straightforward results. Analytics will be more present in HR function. HR’s never understood how much more this can bring to the business. At first, for me too it was difficult to understand how to measure HR and I thought there’s no need for so much data.

However, once you focus on measurements and showing results there’s so much useful data to utilize that can seriously transform and boost your business.
With new design of recruitment process, we found that employees recruited this way are more productive and sell more. I believe that in the future the lines of functions will fade away. Business will be more cross-functional. Marketing, sales, operations, human resources expertise will be present in every team. AgileHR will be the base for all functions.

Everything we do is related to employees and with employees. To drive our business forward and succee we need people who are aware and driven to work and succeed with us.

“AgileHR isn’t something only HR team needs to adopt. It should shake the core of the whole business.”

Regardless of our job, we should stop and ask ourselves “Why?”. At all times we need to check if what we’re doing is something that makes the most sense and brings the biggest benefit for our organization.

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