Agility in HR

Organizational Development

Developing vital behaviors that support organizational resilience.
Flexible Schedule
Invest 20 minutes a day
0 Credentials
Accredited by ICAgile
28 Cohorts
4 Active this week
This learning track focuses on applying the agile mindset and practices to HR initiatives and operations, enabling agility throughout the organization. In an agile paradigm, HR transitions to become a cross-functional group, integrated with the business instead of being a separate function. The HR understanding of the organizational values is instrumental in an agile transformation. The HR function designs organizational structures and enables self-organization which support effective teamwork, balancing distributed and co-located work, virtual and in-person. They are also in charge of setting up a structure where top-level strategic objectives are aligned with the work of the teams, while moving away from an individual performance mindset to enable optimal team performance. In this track you will learn to develop generalized specialist individuals and teams, where resources are allocated for people to learn, and to craft agile career paths, migrating from “closing the gaps” to working with strengths. HR has a changing role in agile businesses, with some practices becoming redundant while cultural agility becoming ever-more important. In this track you will acquire the knowledge needed to be able to tackle the changed way of thinking and working, and to adjust people engagement practices to be more humanistic and values-based.

Domains in this track

Target Audience

Primary Audience: HR Managers, Training & Development Managers, Enterprise Agile Coaches, individuals who wish to be strategic partners and seen as a the nurturers of a creative culture.

Relevant Roles: Individuals in organizations transitioning to agile who are in what organizations traditionally call the Human Resources (HR) domain.

Knowledge Management

Knowledge Management seeks to achieve organizational objectives by making the best use of knowledge. It supports objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organization. Often these efforts enable Organizational Learning by shifting the focus on the management of knowledge as a strategic asset and on encouraging the sharing of knowledge.

Related Resources Show Summaries

Employee Development

Deals with the overall arrangement of the organization and its functions, including both the long- and short-term identification and development of its human resources. It includes the process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions, the set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands, coaching and training, succession planning, and other aspects of leadership and skills development. It also includes matters that focus on careers, communications, legal and regulatory issues, technology, metrics, and outsourcing in the organizational and employee development fields, as well as effective practices and global issues.

Organizational Culture

Organizational culture encompasses values and behaviors that contribute to the unique social and psychological environment of a business. It is the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even thinking and feeling. Organizational culture therefore defines the proper way to behave within the organization, ultimately shaping employee perceptions, behaviors and understanding. Thus organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization.

Related Resources

Training Programs

Organizational Learning

An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.

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