D359 -Agile HR Toolkit Chapter 7-12
Questions and Correct Answers.
Value and prioritization: - Answer how to manage the endless HR wish-list and deliver value
to the business.
Co-creation: - Answer how to apply design thinking within HR and build great human-centric
products and services with our people, rather than implementing solutions on to them.
Agile teams and operating models in HR : - Answer how Agile ways of working are reshaping
the HR team model and helping us deliver a more end-to-end employee experience.
Thinking like a scientist: - Answer how to apply an evidence-based approach and make data-
driven decisions.
Continuous improvement : - Answer how to use the Agile feedback loop to support learning
and improve performance.
Strategic value: - Answer How HR creates new value, competitive advantage through high-
performing teams, great leaders and the development of new capabilities, plus the impact of
creative and innovative talent. Aligned with business strategy
Enabler value: - Answer This is how we help the business succeed day to day. Such as a
reliable payroll system or ergonomic chairs for people to sit on.
Purpose-driven value: - Answer Being a social enterprise is more than just running a few
corporate social responsibility campaigns. It involves building a trusted employee brand
proposition that makes people want to work for the organization because they feel connected
to a wider social purpose and can make a positive contribution to their community through
their work.
Employee value: - Answer Intimately linked to building a purpose-driven brand is
understanding the human element of work and the need to genuinely care for our employees.
This need is captured through the human-centric approach of Agile HR and represents an
opportunity where HR can add a lot of untapped value. Quite often, business leaders lack HR's
experience in how to build a culture of belonging and an organizational design where people get
excited by the work they do and who they work with. This goes beyond using a few motivational
or engagement tools within the workplace and is about treating people as adults. The approach
feeds off self-determination theory.
, End-customer value: - Answer HR should never lose sight of the end-customer in our work.
While HR's attention is naturally focused more on what we see as the immediate, internal
customer, namely our employees and leaders, we need to assess how our activities and
solutions impact the end-customer of the organization.
Building a Strategic Portfolio of Work: - Answer Assess business priorities, Assess the people
and culture landscape, Offer insights, Co-create with stakeholders, Apply prioritization tools -
risk vs. value grid, Moscow method, effort vs. impact grid, value matrix, forced ranking, bubble
sorting, Sense-check the human element, Self-organize around agreed priorities
By using a transparent and openly shared backlog: - Answer both senior stakeholders and
employees can quickly gauge where an HR team is at and what their focus is.
Moscow Method: - Answer is great for prioritizing the features that need to be designed and
delivered for a product or service
MoSCoW first identifies: - Answer which features are the must-haves or non- negotiables,
the absolute minimum to get the product or service functioning. Next, it identifies the should-
haves, which are the features that make the product or service usable or likeable. MoSCoW:
Secondly identifies: - Answer the could-have features that will help delight the users, though
generally it will be impossible to deliver them all.
Finally, MoSCoW identifies: - Answer the features that simply don't add any value at this
stage, and while these features should be periodically reviewed when requirements change, HR
teams need to say no at this time.
Effort Versus Impact: - Answer effective method to determine what should be delivered
given limited capacity and resources. it's important to clearly define what impact and effort
mean for the organizational context in which we work.
The value matrix: - Answer is useful when HR teams need a system to compare the value of
different initiatives and prioritize where to spend time and effort based on the overall value
each delivers across the whole organization.
The value matrix helps make the decisions: - Answer more explicit and systematic.
Forced ranking: - Answer is a useful sorting mechanism, which can be done using consensus
or by inviting each person to rank the initiatives themselves first and then compare.
Questions and Correct Answers.
Value and prioritization: - Answer how to manage the endless HR wish-list and deliver value
to the business.
Co-creation: - Answer how to apply design thinking within HR and build great human-centric
products and services with our people, rather than implementing solutions on to them.
Agile teams and operating models in HR : - Answer how Agile ways of working are reshaping
the HR team model and helping us deliver a more end-to-end employee experience.
Thinking like a scientist: - Answer how to apply an evidence-based approach and make data-
driven decisions.
Continuous improvement : - Answer how to use the Agile feedback loop to support learning
and improve performance.
Strategic value: - Answer How HR creates new value, competitive advantage through high-
performing teams, great leaders and the development of new capabilities, plus the impact of
creative and innovative talent. Aligned with business strategy
Enabler value: - Answer This is how we help the business succeed day to day. Such as a
reliable payroll system or ergonomic chairs for people to sit on.
Purpose-driven value: - Answer Being a social enterprise is more than just running a few
corporate social responsibility campaigns. It involves building a trusted employee brand
proposition that makes people want to work for the organization because they feel connected
to a wider social purpose and can make a positive contribution to their community through
their work.
Employee value: - Answer Intimately linked to building a purpose-driven brand is
understanding the human element of work and the need to genuinely care for our employees.
This need is captured through the human-centric approach of Agile HR and represents an
opportunity where HR can add a lot of untapped value. Quite often, business leaders lack HR's
experience in how to build a culture of belonging and an organizational design where people get
excited by the work they do and who they work with. This goes beyond using a few motivational
or engagement tools within the workplace and is about treating people as adults. The approach
feeds off self-determination theory.
, End-customer value: - Answer HR should never lose sight of the end-customer in our work.
While HR's attention is naturally focused more on what we see as the immediate, internal
customer, namely our employees and leaders, we need to assess how our activities and
solutions impact the end-customer of the organization.
Building a Strategic Portfolio of Work: - Answer Assess business priorities, Assess the people
and culture landscape, Offer insights, Co-create with stakeholders, Apply prioritization tools -
risk vs. value grid, Moscow method, effort vs. impact grid, value matrix, forced ranking, bubble
sorting, Sense-check the human element, Self-organize around agreed priorities
By using a transparent and openly shared backlog: - Answer both senior stakeholders and
employees can quickly gauge where an HR team is at and what their focus is.
Moscow Method: - Answer is great for prioritizing the features that need to be designed and
delivered for a product or service
MoSCoW first identifies: - Answer which features are the must-haves or non- negotiables,
the absolute minimum to get the product or service functioning. Next, it identifies the should-
haves, which are the features that make the product or service usable or likeable. MoSCoW:
Secondly identifies: - Answer the could-have features that will help delight the users, though
generally it will be impossible to deliver them all.
Finally, MoSCoW identifies: - Answer the features that simply don't add any value at this
stage, and while these features should be periodically reviewed when requirements change, HR
teams need to say no at this time.
Effort Versus Impact: - Answer effective method to determine what should be delivered
given limited capacity and resources. it's important to clearly define what impact and effort
mean for the organizational context in which we work.
The value matrix: - Answer is useful when HR teams need a system to compare the value of
different initiatives and prioritize where to spend time and effort based on the overall value
each delivers across the whole organization.
The value matrix helps make the decisions: - Answer more explicit and systematic.
Forced ranking: - Answer is a useful sorting mechanism, which can be done using consensus
or by inviting each person to rank the initiatives themselves first and then compare.
