Home >> Agile HR >> The HR Manager as a PeopleOps Scrum Master
The PeopleOps Scrum Master (PSM), aka HR Manager, is an individual with diverse stances (for example, facilitator, servant leader, coach, change agent) as shown in the image.
Different stances and situations call different stances, and PeopleOps Scrum Master needs to know when and how to apply them.
This post explicates a real-time situation and the stances of PeopleOps Scrum Master that a Head HR fulfilled, and serves as an inspiration for today’s HR Manager who is keen to foster agility and human experience at the workplace.
The Head HR was associated with a company that specializes in the ready-to-move workspaces and interiors segment.
Prior to his joining, the company’s human resources department had minimal systems, processes, and procedures for many years.
The industry trends and the changing role of HR deemed the company’s management to redefine their HR function.
The Head HR was recruited and was accountable for organizational development and change management.
Post joining, one of the change initiatives the Head HR proposed was to conduct an ‘external audit’.
To initiate the same, she examined the employees’ files and was shocked that
hard copy files of some employees were missing
important documents like mark sheets and experience letters of some employees were missing
few files were torn and disorganized
most of the files didn’t have increment letters, and rewards & incentives documents
The HR team (Head HR & Recruiter operating from headquarters, and HR Executive operating from a different state) had only 20 days left to organize all the 135 employees’ files.
The recruiter was overloaded to meet the priority needs and other priorities of the HR executive for about 10 days.
The Head HR prepared the following action plan:
Get all the files from different offices to the headquarters (within 5 days from the date the process begins)
Organize logistics for the HR Executive to come down to the headquarters. Ensure the processes in the location are not impacted in the absence of HR Executive (10 days from the date the process begins)
For the files with missing documents, ensure the employees’ give the documents to Head HR within 7 days
For the files with missing hard copy documents, search for soft copies in company’s repository. If unavailable, take the help of employees to create new files
Prepare new set of files for those that were torn and disorganized
Partner with finance team and employees to get all the increment letters, and add them to the files
The Head HR as a PeopleOps Scrum Master
Change Agent and Servant Leader
The PeopleOps Scrum Master (aka Head HR) very well understood that her team had other priorities to fulfill before they could join hands with her in this priority project. She very well elicited Agile PeopleOps Framework™ values like respect, commitment and adaptability.
She didn’t wait for them to complete their work. Instead, as a catalyst for change and with a true intention ‘to serve’, the PeopleOps Scrum Master set aside 2 hours every day to work herself on the project.
For employees who were busy at the construction site and could not fill the necessary forms, the PeopleOps Scrum Master elicited stewardship behavior to address the impediment. On their behalf, she filled the forms by taking the details over phone. The PeopleOps Scrum Master shared the soft copy of the duly filled form to the employees through e-mail and WhatsApp. She asked the employees to make necessary corrections, sign the documents and send it to her in a day’s time. She ensured that this activity was completed before her team could join her in the project.
Facilitator and Mentor
The HR team (HR Executive and Recruiter) joined the project after 10 days. Both didn’t have any prior experience in employees file management. As a mentor, the PeopleOps Scrum Master explicated the importance of file documentation and management to the team. She provided the necessary guidance on how the process should be followed, including soft copies preparation and saving them in employees’ database. As a facilitator, the PeopleOps Scrum Master promoted collaboration and enabled the team to achieve their project objectives.
The entire documentation of the employees was completed within the stipulated time (20 days). An internal audit was conducted by both the financial and quality teams, followed by an external audit. There were zero errors in the whole process.
The HR team (PeopleOps Scrum Master, HR Executive, and Recruiter) received accolades, a team reward of INR 5000, and a half-day off from the company’s Managing Director. The team spent the reward amount toward team lunch and sweets for all employees.
The PeopleOps Scrum Master, aka HR Manager applied multiple stances based on the context and situation, and helped the project to be successful. The team learnt that where there is a will to accomplish objectives and tasks, there is a way to fulfill them without hampering the daily activities.