 Hello, welcome everyone to the design for the future ready enterprises organization agile for HR session. And we have Preeti Vyas with us who could join us today. So thank you Preeti. I'm glad you could join joining and I think just a reminder I'll put this reminder as in when you know more number of people join but I think below you can see a chat icon and I think there is a Q&A icon as well where in your chat you can put in your comments and you know in the Q&A option you can put in the questions which you intend to ask Preeti and we can take them towards the end of the session. Then a quick you know introduction about Preeti and I'm sure everybody must have already gone through the article details but so her agile expedition started around 2009 when you know she submitted the article my agile expedition. For one of the largest shipping company, which was also being selected as a part of global Scrum Alliance newsletter. And she has been speaking at agile India conference since 2018. And she's also been leading a closed care net group for one of the largest business unit and TCS in enterprise agile by 2020. So without further delay over to you Preeti and I'll be on mute and video off and whenever you need me just you know give a call I'll be here to assist you. Again, welcome everyone. Thanks. Thanks for the introduction. Hi everyone. Very good evening. Good morning or good afternoon wherever you are. I hope you are able to hear me loud and clear. So what we are going to do right in next 17, 18 minutes or so. Probably this is one of the very interesting topic that I personally like a lot. And I'm also going to touch upon you know some of the key dimensions or key considerations which are really really required for making a future ready enterprise agile organization. And I'm also going to share one of the case study or one of the experiences right. While considering the time that we have at hand I have tried to keep it abstract. But yes, I will be glad and look forward to meet you all in the table or maybe offline also in case if you have any queries right. So let's get started. Why I chose this topic was as already mentioned I have been in this agile journey since 2009 right. Earlier years you can say that most of my experience had been more on the IT side of it right. You know helping the product owners from masters helping the teams as an agile coach enterprise agile coach to kind of you know sale through the journey. But later on my role started becoming more of you know consultant enterprise agile coach advisor. And it started spanning across you know multiple dimensions out of IT and one of the interesting dimension is HR. Now you may be wondering that you know what is the role HR has to play in the future ready enterprise right. Typically when we see you know key functions of HR and again when I say this this is my perspective from the IT side of it right. I never belong to an HR department. Although I have many good friends in the HR so maybe my perspective is still going to be more from the enterprise agile coach lenses rather than the HR. But the way I see it right or the way you all would have seen it these are some of the key functions that we see for HR. Be it you know recruitment and selection or performance management or making sure that you know the learning and development of each and every associate happens in a you know a very unique or very engaging way right. And this is especially important. Be it you know a very big organization one of the very big organization like ACS where we are kind of you know many generation people on the other hand there are many millennials walking and it could be applicable for small organization also in a little different way right. Now this has been the traditional perspective or look at how we look at HR department but lately and especially after COVID right. All of us know that you know although digital transformations has been happening from many many years now it kind of the journey has accelerated much much much more in last two three years or so right. Right from the street vendor to the house wise or the students everybody is kind of you know using digital like never before. Second aspect if you really see the tools and technologies the collaboration the way it is changing right. Earlier we hardly used to hear about two three technologies as long as you master that it was pretty much it but now right from IOT I met our so many things we are hearing about it right and it is changing very very rapidly. So maybe one of the aspects HR has to continuously be on close off that how do you continue to prepare your book first for new skills. And third of course we all know that most of us are working in a completely hyper distributed remote ways of walking right. So how do you kind of you know in buy or bring the people in into that culture of organization and things like that going to use today that how them out they need to work very very closely with you know the other. IOT department in most of the digital transformations are happening and so far we always used to think that these are two separate departments like multiple other departments but I think. Now the lines are blurred and everybody needs to work hand in hand to make the digital transformation a success and like I really like this quote which says that everybody wants to win in the marketplace right but then in order for you to win in the marketplace first you have to win in the workplace. So what I'm going to do is maybe quickly glance through you know some of the key considerations how HR department has to revamp and then I'll probably well much more deeper into the case study right. So gone are the days where in the typical roles like VPs, EVPs, product owner, product managers and those roles will still exist right. But then the way everything is changing we are moving for from much more layered roles to much more network oriented organization right much more flat organization and culture. Learning needless to say if you really look at last two years alone right you I everybody every one of us the way we have learned it was like never before right many of us actually spend a lot of time in learning and now we know one thing is constant is we have to learn continually. HR also has to make sure that how talent sourcing is happening in a much more robust way right gone are the days where in people were selected only for the technical skills or domain skills or particular you know industry that they were working with now all of the industries are merging everybody is expected to work as a team player right. So the way I see it the soft skills are going to be much more important than the hard skills right like technical or domain or something like that. So how people are onboarded into the TX ambiguous environment as a team player versus the people who are kind of you know individual achiever. Employee engagement needless to say most of us are working from remotely. And the people who have not been to office or have not seen the other colleagues right how do you continuously maintain the employee engagement this is also one of the key aspects that HR has to look at nowadays. Performance management like many other companies even in TCS right we don't look at annual performance anymore of course that still that consolidation lot of things happens but there is a mechanism of continuous feedback right. It doesn't have to wait till six months or one year for you to get the timely and critical aspects of feedback from your supervisor even there is a mechanism of 360 degree feedback right. So even HR has to enable that that how we are in a constantly thriving organization where in feedback from all the parties are considered time and again. Continual improvement again many of the times we feel that we don't have time for improvement right we are too busy on working on something delivering something but again look at the latest technology look at the automation look at the innovation. One of the key aspects which can make an organization succeed or fail is how importantly or how enabling they are enabling the continual improvement within their organization. So now if we get into each of these topics right typically it will be a theme of the day for agile India right each of the topic really demands lot of discussion lot of deep diving but what I'm going to do now that we touched upon this topics right how do we try how did we try to bring it for one of our leading customers. And that is the next point I'm going to talk about this is one of the case studies where in we were working with one of the digital services and communications provider I was one of the consultant who was kind of part of that exercise. And the problem at hand was that the human resource department they really wanted to focus on getting out of siloed ways of walking making sure that there is continual learning there is committee of practice there is belongingness which is kind of you know buying upon the objectives and results that the organization wanted to do they wanted to ensure that there is a according to their career path there is a learning which is happening on the go. Maybe there could be people who have spent 25 years within the company and there are new millennials who are joining right so how do we help them navigate this journey of making sure that that organization which was moving from the waterfall ways of walking or older ways of walking to the enterprise agile ways of walking right. So, first things first right we started of course when we are talking about an organization which is 1718,000 plus people right it's not easy you cannot reach the entire organization. So maybe a conscious decision was to work with their human resource department their corporate university some of the cross section of the entire portfolio and we selected we handpicked three portfolios saying that these are the about 800 to 1000 people we are going to kind of you know take a cross section we will interview them we will interact with them we did surveys we did coffee connect we did some workshops right. And this gave us a very good view on how the spectrum how the cross section of their organization was looking like right and it really helped us to understand where organization stands what kind of roles they had and we realize that they had about 25 roles within this three pilot portfolios itself right. And then it's easy to say that let's move towards agile organization enterprise agile organization where we will have roles like product owners from masters product managers and things like that. But how do you help somebody to transition who has spent 25 years being a field manager or who is kind of you know very good. Having very good domain expertise but maybe who needs a little bit of awareness about how to maximize value how to prioritize how to write stories and things like that right so it's it looks easy on paper. But then when you actually go and try and do that it was really difficult to exercise on the other hand it was very very interesting as well. And based on that we created about 14 personas we started off with their kind of training their executive levels also and then finally this 500 plus 600 to 800 people was a pilot size that we had selected. And then I think many of you would be aware of Wisconsin's model which talks more about the cultural transformation right. In order for anybody to succeed in their new role first of all they need to have a will that this is the role that they want to get into right. And then of course they are at point A today and they need to move to point B as I mentioned if I 25 plus years of field manager or maybe five years of developer they need to move into future role maybe scrum master product on right. What are the things that they need to know what are the soft skills they need to know what are the hard skills they need to understand how do they maximize their learning right. And then skill which is very important aspect that whatever they have learned how do they apply that knowledge right so will skill and feel how do we make sure that the transition becomes smooth for not only for the entire group but maybe set of individuals also to get into that very different role based on their career inspiration and we help them fill the gaps that they had. And of course some of the considerations as I mentioned we had to focus on what are the hard skills that would be required in that role what are the soft skills that would be required what kind of existing experience they are holding right if somebody is kind of already having business affinity maybe they will be a little more successful as a product owner. If somebody is a little more people friendly who likes to collaborate work with multiple groups maybe by their personal attribute they will be more successful as scrum master coach and something like that right. Learning patterns if you ask somebody who has been in that organization who were used to have classroom trainings right they will feel much more comfortable. To attend two or three days of dedicated workshop happening somewhere. On the other hand if there are millennials who maybe like to learn things quickly but in a very nanobytes kind of thing maybe they would like something on the app right which they can maybe 10 15 minutes of videos that they can learn on the go. So so many considerations were there including the language affinity maybe would they like to prefer to learn in English versus Dutch French or something like that what kind of platform they would like to use. Would they like to log into company portal or are there any apps they would use so we went through a lot of considerations along with their human resource department to kind of see whatever model whatever kind of curriculum whatever kind of role profiling we were coming up. It was matching with the larger group aspiration as well as individual individual expressions and learning patterns. And then of course in order of course what went in between is one very detailed journey and probably it will take me couple of hours if I have to narrate that entire case study to learn right. But some of the key takeaways or learnings that we had right when we embarked on the journeys. As I mentioned it looks easy on paper but the transition has to be very very considerate and it has to be very very smooth. For example when we were dealing do that because you are I mean the way we information from so many people how do we deal with that. When we say that maybe based on affinity skill will feel this person is more fit for the role of product owner right and if they take up that role. Definitely in future there is going to be an impact to their compensation. So and of course in the western European countries there is union also which is much more prominent right so we cannot take certain decisions in isolation. We of course even their HR department has to work very closely with their union and see whatever steps whatever road map so whatever career paths we are deciding right or suggesting to them it makes much more sense with respect to that holistic system as well. So these are some of the very interesting challenges also we came across but finally after this exercise of couple of months of consultancy working with their stakeholders. We came up with we thought yes it is important for them to have a road map some guidance around the hard skills and soft skills and possible career path that they can have. We also have to help them by introducing some kind of coaching framework so they get some hand holding right when they are making the transition. We also came up with quite a lot of courses which were a combination of their shared wisdom as well as the knowledge and experience that we had. We came up with training catalogs which will help them transform from those 24, 25 plus very different different roles to 11 plus agile roles. And we came up with future role definition primarily into three job families process which talks about from master agile coach enterprise agile coach then content which is more about product on our product managers and things like that. And third was technical where you talk about you know technical leads and technical architects and enterprise architects and of course last but not the least to make that cultural change come into practice was very, very important right. It is important that they learn formally informally also but on the other hand it is very important that there is a community feeling which will help them reduce the organization silos that they had. So finally, hi. Hi, I'm pretty sorry for interrupting but we are almost at 718. So you wanted a time check. Sure. So if you want to take up the question so yeah. Absolutely. You might want to finish the part which you were. I think we are almost towards the end of the presentation. Sure. Absolutely. So what we kind of you know started a pilot with ultimately it was going to impact 4000 plus people as I mentioned the larger organization was about 1718,000 plus employees for that customer however they wanted to start in a phased manner right so in the early phase about 4000 people kind of you know went through this entire exercise and learning with us. And then overall as I mentioned the entire exercise or initiative that human resource department was taking it was not in isolation. It was not just to say that you know they wanted to be agile as an HR, but this was to kind of enable the larger digital transformation that was taking place in the company. And of course it would include so many various technical aspects or initiatives like laying down the fiber cable within the entire city or entire region. It could be about you know cloudification it could be about you know bringing IOTs and a lot of other technical aspect. So because we are looking at this from the lens of human resource department I intentionally kept the technical and the digital transformation details aside. But this was my perspective my experience that I wanted to share with all of you to see that while being an IT consultant IT coach right. How do we always look at the enterprise agile transformation or digital transformation from one lens. Now if you look at the same thing from human resource angle what is it that they have to do what kind of role they have to play in enabling the design of future organization. So that's the crux of the entire presentation. Now happy to take any questions that you may have. Well and the session was was really interesting PT I mean I am now intrigued to you know know more and another case study that you have mentioned I mean you are a part of such an important case study. I believe you know that lots lots of efforts and work goes in. So thank you for sharing your experience with us. Thanks Magna. Thanks everyone.