Remove Agile Remove Culture Remove Recruitment Remove Training
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Where I Think “Agile” is Headed, Part 2: Where Does Management Fit?

Johanna Rothman

In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Team-based “agile” is not enough.

Agile 69
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Creating Agile HR, Part 8: Summary

Johanna Rothman

Education and training. Recruitment. Of these, it makes sense to change the compensation and rewards approach, recruitment and hiring if the organization wants to create an agile culture. It’s possible to create a more agile approach to education and training. Creating Agile HR, Part 8: Summary.

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Here’s Why Succession Planning Matters

Brimstone Consulting

By having a pool of trained and qualified candidates ready to step into key roles, organizations can ensure continuity and minimize disruptions. Reduce recruitment costs By developing internal talent, organizations can reduce the need to recruit external candidates for leadership positions.

Talent 86
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How HR Can Become Agile (and Why It Needs To)

Harvard Business

If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.

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The Role and Responsibility of a New Manager

LSA Global

According to CEB research, a whopping 60% of new managers under perform during their first two years, and not surprisingly, 85% of new managers still receive no formal training prior to switching into the role of manager. Think of a manager’s role as comprised of the 5 stages highlighted in our new manager training : Planning.

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Uber Is Finally Realizing HR Isn’t Just for Recruiting

Harvard Business

Susan Fowler, a former site reliability engineer at Uber, recently wrote about her “very, very strange year at Uber,” characterized by a pervasive culture of alleged sexual harassment. But must employees, investors, and other constituents accept harmful employment cultures in fast-growth organizations until a crisis occurs?

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Success with the Internet of Things Requires More Than Chasing the Cool Factor

Harvard Business

Companies deploying IoT successfully in industrial sectors such as manufacturing, oil and gas, mining, and transportation are seeking multiple agile partners with open IP architectures to co-create solutions. First, train your employees in critical IoT skills — not just technology and processes but collaboration, too.

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