FROM THE BLOG

Client Case: Unit HR Planning Done in Agile Sprints

“Coaching helped us see things from a business perspective, think about our goals from a business perspective, and get the desired impact.”

This is the feedback we received for a recent project where we supported Unit HR Leaders to get acquainted with the Agile ways of working and supported their evidence-based and business-oriented outlook in Unit HR Strategy planning.

Background

During a 2-month long project, Peoplegeeks worked with Client’s Unit HR Leaders in building evidence-based Unit HR plans in close collaboration with business stakeholders. The project was done in Agile sprints and as the client is based abroad, it was led virtually from start to finish.

The main project goals were strengthening the Unit HR plans’ business orientation through supporting the Unit HR Leaders in co-creating the plans with business stakeholders and producing well-prepared Unit HR plans on time, that will then be consolidated into a regional HR Strategy.
As the strategic planning was scheduled in the busy fall with a dozen of other important duties, we decided to carry it out in Agile way, incrementally and iteratively to ensure the plans get done on time. At the same time, our client got to experience the empowerment of Agile ways of working. The project was a huge success and got very good feedback from the Client.

Project Achievements

In this project we:
• strengthened the Unit HR’s business focus in Unit HR strategy planning process
• co-created tools to enable successful conversations between HR and business stakeholders in the strategic planning phase. In this case, the successful conversation was defined as sharing of the insights and information both ways: from HR to business and from business to HR.
• trained and supported Unit HR Leaders in utilizing the people data and transforming it into useful strategic insights for business stakeholder conversations and Unit’s HR strategy
• in addition to the operational strategy execution plan, we coached Unit HR Leaders in their business orientation, in building strategic level plan and in presenting their plans combined to business plans and needs and turned in business language (instead of HR jargon)
• used agile ways of working: 2-week sprints for iterative and incremental work; retrospective and review -meetings to follow up the progress and to share the learnings; visualizing tools to foster successful conversations and information sharing and demos to ensure our co-created tools worked as we planned.

Project Achievements
• Unit HR Leaders co-created evidence-based Unit HR plans in real collaboration with business stakeholders.
• The work was done in sprints, so Unit HR Leaders were able to find time for strategic planning in the middle of a busy fall.
• Planning was based on real insights from the people data and all relevant information from the business side.
• Unit HR Strategy plans were well prepared and ready on time.
• Unit HR Leaders started to proactively share their learnings and insights despite the long-distance and to support each other in developing their business grasp.
• Unit HR Leaders got great feedback from business leaders about their proactive, strategic, evidence-based and collaborative ways of strategy planning.
• Unit HR Leaders became more confident in using the people data, sharing their insights and presenting their plans as valuable efforts to business success.

“Coaching helped us see things from a business perspective, think about our goals from a business perspective, and get the desired impact.”

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