Embracing the Power of Agility: Moving From a Business Process to a Human Capital Solution 1
Introduction
Some companies have taken it a step further to redesign the way they work by moving
to an agile operating model, similar to how many technology companies already operate.
But changing an operating model first requires a mindset shift in how people approach
work. As companies move to an agile model, human resources has a unique opportunity
to establish itself as a strategic partner. First, HR must address these core questions:
• What does an agile workforce really mean and what does agile look like?
• How do we adjust our people practices to support and reward agile behaviors?
In this paper, we will define an agile mindset in the workplace, how to implement a
workforce structure that enables agile ways of working, and how to establish rewards
that encourage agile behavior and outcomes. Companies that can successfully
integrate an agile mindset in their organization will ultimately be in a better
position to compete for talent and market share in a digitally-enabled future.
As organizations worldwide transform their business
through leveraging technology, they are faced with an
increasing need to attract and retain "digital-ready"
talent – both the technologists who can build the new
digital infrastructure and the business roles that take
advantage of new digital capabilities.
Agile is both a methodology and a mindset, where
methodology is best reflected in outcomes and mindset
is best reflected in behaviors.
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