Published Paper Details:

As every software developer knows, Agile methodologies changed everything with iterative progress, quick feedback loops and customer-focused deployment. In recent years, these same principles have migrated to HR management and the way organizations recruit, develop, and retain talent. This article examines the "Agile HR" practice accordingly of the use Agile methodologies in organizational HR functions. The abstract places the context by pointing out the pressing nature of the requirement for organizations to move away from old-fashioned, static, top-down HR and towards a fluid, customer-focused process. Agile HR is to make it possible for HR teams to deliver faster, to work more together and to bring value in a fast and adaptive way. That means distilling work into sprints, keeping tabs on progress through stand-ups, prioritizing people over processes and fostering a culture of continuous feedback. In the world of recruiting, performance management, learning and yes even compensation, Agile gives us the power to be more responsive and tailored in our solutioning. Agile HR co-creates with business units, associates, and leaders, adopting in-the-moment experience creation needs and expectations. An abstract and a methodology that relies on the analysis of qualitative literature reviews and real-world cases are included. Key takeaways explore how Agile HR can improve transparency, employee engagement, and flexibility. However, there are some barriers that are more stubborn, such as culture of resistance to change, low level of Agile knowledge among HR professionals and a misfit with existing corporate governance. In this infographic, the abstract concludes the fact that there are multiple advantages of Agile HR and it would be needing to be supported by leadership, cultural readiness.