The Agile HR methodology came to join so many other transformation processes that the business world is experiencing. Very clearly, we see, more and more, the valorization of human characteristics and their individualities in the construction of new businesses.

Agile HR becomes the gold coin in exchange for a new organizational culture where the respect, development and growth of a company’s employees are valued. All of this in the name of better organizational processes and the example of directors who seek this new vision.

The creation of an agile and collaborative environment generates benefits that were proven and detailed in the State of Agile HR 2020 survey.

But what is Agile HR?

The Agile methodology emerged in the IT environment a few years ago and has been applied in other segments, such as human resources, with excellent results. Its objective is to ensure that everyone on the team is prepared to produce with agility in the face of the rapid changes imposed by the market on a daily basis.

Agile HR is an invitation to traditional HR to take a position that is more than merely administrative, but strategic on the management of the internal public.

When the world changes outside of companies, it means that it is also necessary to look inside them, after all they are made up of people who are also changing. If you intend to apply this concept in your company, start thinking:

  • How was your organization culture established?
  • Are your collaborators free to contribute to other sectors and also learn from them?
  • What are the most important metrics in the generation of your results? How are they measured? 
  • Does your team feel comfortable approaching you?

What changes in respect to traditional HR?

The sector, which previously had a timid role in company decisions, gains an important role here: that of managing its internal talents and also future employees in order to create a collaborative, transparent and motivating environment.

Some points of traditional HR that are losing force:

  • Hierarchical structures that can engage the internal public;
  • Confidentiality between sectors and functions that result in the feeling of inferiority or exclusion;
  • Rules that do not provide space for adaptability and uniqueness;
  • Rigid administration that inspires free instead of setting an example.

Como aplicar essa metodologia?

The work with Agile HR begins when the company’s directors see that it is necessary to break some paradigms in order to, in fact, achieve the results they expect. In addition to being the biggest decision makers, they are also the main examples to be followed within an organization. 

When the company is willing to grow in this direction, it becomes essential to align the new methods, train and qualify the team. 

With the decision to change, there are steps that will contribute to this implementation.

1. Set-up of teams

The idea here is to bring together multidisciplinary professionals to execute a project that already has a schedule established by the managers. This technique, which comes from the SCRUM method, is also called squad – team -, and works the union of employees regardless of their responsibility or hierarchical positions.

During the work, it is up to the HR professional to assess the most significant metrics in each case and share the results with their colleagues.

2. Feedback and performance evaluations

It is common for companies to have a semi-annual or annual conversation about the feedback of each employee. However, this amount is insufficient and ineffective in the face of all the time and all the activities that this professional has in the company.

In this way, having scheduled conversations, or even right after situations and projects, becomes more efficient. This conversation can be either individual or in a team, whichever is more relevant at each moment.

3. Constructive Leadership

When planning to change the structures of an organizational culture in favor of Agile HR, maturity and trust are needed. 

The first step is for leaders to position themselves as team mentors. That is, if they make themselves available to contribute to the employee’s personal and professional development with the aim of offering better results.

This work favors the identification of successes to failures in a more immediate way and also the encouragement of new leaders.

4. Aligned Recruitment

When it comes to attracting new people, being agile and assertive is more than important. You can be sure that having the right professional on your team will determine the quality of your results.

So be aware of what the market offers, what your candidate is looking for and your position in the face of these conditions. Just as you look for the best qualifications and engagement, the candidate looks for the best opportunity, as time, on both sides, is valuable.

Nesse quesito, a e-volve está preparada para te oferecer uma solução personalizada, uma vez que somos insiders e nos tornamos parte da sua equipe com objetivo de entender como tudo funciona e assim contribuir com novas contratações.

In this regard, e-volve is prepared to offer you a personalized solution, since we are insiders and we become part of your team in order to understand how everything works and thus contribute to new hires.

Discover our history here and follow us on Instagram, Facebook and LinkedIn to stay on top of all the news in the universe of attraction and engagement of new partners from companies or startups.