How agile decision making and HR relate to the current crisis and best recruitment practices!
The word agile is being used more often in the workplace and refers to a type of decision making that includes all stakeholders. It allows one to seek input and approval before decisions are made and executed. This enables collaboration and strengthens relationships and communication across the business. It strengthens buy-in from all stakeholders which in theory should make execution of the decision quicker, more fluid and improve processes and management changes which will allow for a more efficient solution.
According the HR Tech Institute, Agile HR refers to:
- a way of working and organizing of the HR function that facilitates responsiveness and adaptiveness of activities and structures
- facilitating the flexibility in matching workforce fluctuations to demand
- the way the HR function supports the organization in becoming more responsive and adaptive
With Agile HR, the traditional focus on control and alignment has shifted to a more Agile focus on speed of responsiveness and customers. Human Resources is no longer limited to implementing controls and standards to drive execution, but rather to facilitate programs and strategies that improve organizational agility, innovation, collaboration, and enhance decision-making.
Agile HR leaders should therefore be able to communicate, engage and generate consensus amongst stakeholders more effectively and quicker than conventional HR leaders. This could prove invaluable in a crisis with no easy answers or precedents such as the pandemic we are currently facing. This crisis is demanding HR leaders be more agile than ever. They must stay visible and positive as well as authentic and sincere, as their colleagues and other leaders look to them for cues during this uncertain time. Adaptability and shifting HR practices to meet the needs of the crisis is key and Agile HR leaders have supported their managers in rolling out Microsoft Teams and Zoom virtual meetings to replace smaller meetings to large town halls. Those with foresight must move beyond battlefield crisis management and prepare for when conditions change again. It is heartening to hear that many HR leaders are already thinking about a range of return to the workplace scenarios.
“Another important area of foresight for HR leaders is ensuring succession plans are in place for critical roles in case leaders get ill or key people leave for opportunities with companies better positioned from this crisis. HR leaders must stay close to emerging leaders, particularly those who are agile, inclusive and well suited to lead resilient organisations.”
A good example of how Agile HR applies to recruitment is the company investing in its employer brandand cultivating ongoing relationships with talent across multiple channels as opposed to the traditional approach where the search for talent begins when a job becomes available – once the best candidate is identified to fill that job, the talent acquisition process is complete. Traditionally, jobs are discrete elements and relate to specific tasks – not overall vision, and talent management is owned only by HR. With an Agile HR approach, all jobs directly support the mission and value of the organisation. All employees understand how their on-the-job performance support these elements of the organizational culture. Talent Management is facilitated by HR which empowers employees to take ownership of their own development and they become active participants in the talent acquisition evaluation and development process.
When you advertise your vacancy at JobsTT, you can also showcase your employer brand across multiple social media channels – Facebook, Instagram, LinkedIn, Twitter and JobsTT’s website which boasts over 90,000 Trinidad based candidates. JobsTT will enhance your company’s employer brand by showing off your company culture while showcasing what makes you special and informing candidates what your brand is about.