Agile and Beyond 2017

To remain viable in an increasingly competitive digital marketplace, enterprises need to address challenges, which are coupled tightly with global HRM practices to recruit, engage and develop key talent who build high quality and innovative enterprise software and systems.
“What effect does Agile software development have on legacy HRM processes and practices?” In many cases HRM discipline is left out in a typical Agile Transition journey, on the contrary HRM should be actively involved as a change agent right from the start to establish and maintain the agile culture and mindset across the enterprise.
True innovation and inspiration can only come from creative individuals, as knowledge workers they cannot be managed in old HRM structure. Reward them using intrinsic motivation methods as proven by Dan Pink. Once people are paid sufficiently, knowledge workers are motivated by autonomy, mastery and purpose.
In an Agile organization, the environment encourages culture where people are able to frequently consult & evaluate their peers. Agile drives continuous improvement for individual and teams. How do we measure the performance of people and institutionalize the reward system?
HRM can initiate the transformation from Traditional to Agile culture that transcends refinement of roles and job descriptions, salary and bonus schemes, personnel review, improvement processes, and rewarding systems.