3 Reasons Why HR Needs Agile

1. Specialized Roles/Silos Resulting in Sequential Processes and Longer Decision-Making Cycles

In most organizations that have adopted classical HR Service Delivery practices there often are distinct roles and silos for HR functions such as Business Partners focusing on strategic activities, Centers of Expertise handling specialized tasks, and Shared Services managing transactional activities. This separation does not foster the collaboration needed for agile responsiveness.

2. Focus on Specialization Over Cross-Functionality that hinders Team empowerment

In a classical Ulrich Model-based HR Service Delivery organization, the focus is specializing in a specific HR domain. Although specialization is a considerable asset, it does not foster a holistic approach towards a comprehensive People Strategy. Team members are primarily focused on their specific roles and responsibilities instead of collaborating or taking over different/new tasks for holistic problem-solving.

3. Less Emphasis on Employee Experience

Last but not least, traditional HR organizations are more inclined to miss the main persona in context, “the Employee”. There are of course several reasons for that. As discussed in the above 2 bullet points, in traditional HR Service Delivery organizations the focus is more on administrative tasks and different Centers of Expertise focus on their delivery roadmap, which makes it hard to establish a holistic strategic and employee-centric HR approach.

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