Learned a lot lending an editorial hand here:
InsideHR, June 11, 2018
In Deloitte’s 2017 Global Human Capital Trends survey, an overwhelming 90 percent of the respondents – 10,400 business and HR leaders across 140 countries – told us that creating organisations of the future was “important” or “very important” to them. In fact, they identified building new organisations as their most important challenge. Agility and agile teams play a central role in the organisation of the future, and as companies race to replace structural hierarchies with networks of teams, they are looking to HR for capacity and support.
Agile teams – nimble, entrepreneurial, cross-functional groups of employees that are already becoming ubiquitous at every level of organisations – are an essential component of tomorrow’s workplace. Fast-acting and purposeful, agile teams can not only navigate the vagaries of the marketplace, including volatility, uncertainty, complexity, and ambiguity (VUCA), but also mine them for opportunity.
Inside the makings of agile teams
What do agile teams need to achieve the empowerment necessary to operate at their maximum potential? They require a supportive culture and high levels of trust, inclusion, and accountability. When teams are imbued with trust, their members are better able to identify and act on opportunities for improvement, development, and innovation. Employee inclusion, both in teams and in the company as a whole, engenders an overall sense of belonging that helps enable employees to better connect with one another and to share their best ideas. And, high levels of accountability are necessary to help advance organisational strategies, with each successful encounter encouraging team members to seek out and accept more responsibility for their work.
What can HR do to create agile teams
HR leaders can best support the empowerment of agile teams by thinking of employees as customers and expanding their focus on employees to include teams. This approach to enhancing the employee experience in agile teams can be accomplished by adopting a design-thinking mindset, creating personas, and mapping the employee journey...Read the rest here.
Agile teams – nimble, entrepreneurial, cross-functional groups of employees that are already becoming ubiquitous at every level of organisations – are an essential component of tomorrow’s workplace. Fast-acting and purposeful, agile teams can not only navigate the vagaries of the marketplace, including volatility, uncertainty, complexity, and ambiguity (VUCA), but also mine them for opportunity.
Inside the makings of agile teams
What do agile teams need to achieve the empowerment necessary to operate at their maximum potential? They require a supportive culture and high levels of trust, inclusion, and accountability. When teams are imbued with trust, their members are better able to identify and act on opportunities for improvement, development, and innovation. Employee inclusion, both in teams and in the company as a whole, engenders an overall sense of belonging that helps enable employees to better connect with one another and to share their best ideas. And, high levels of accountability are necessary to help advance organisational strategies, with each successful encounter encouraging team members to seek out and accept more responsibility for their work.
What can HR do to create agile teams
HR leaders can best support the empowerment of agile teams by thinking of employees as customers and expanding their focus on employees to include teams. This approach to enhancing the employee experience in agile teams can be accomplished by adopting a design-thinking mindset, creating personas, and mapping the employee journey...Read the rest here.
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