This article answers the question of how the role of Human Resource Management (HRM) is changing and how it must adapt to effectively support agile working and organizational forms. The surroundings in which businesses are operating has changed dramatically over the past 30 years into a VUCA system environment.
Many companies are therefore introducing agile working and organizational forms in order to achieve a better reaction speed. However, these innovations cannot be considered detached from the existing structures and processes in the company, since there are many and varied correlations.
Table of Contents
- The new, agile role of HRM
- Personal recruitment
- In classical organizations
- The agile environment
- Performance Management
- In classical organizations
- In an agile environment
Objectives and Key Themes
This article examines the evolving role of Human Resource Management (HRM) in the context of agile working and organizational forms. The article aims to understand how HRM must adapt to effectively support these new workplace dynamics, specifically focusing on the core HR areas of Recruitment and Performance Management.
- The impact of agile working on traditional HRM practices
- The changing nature of recruitment in agile environments
- The evolution of performance management in agile organizations
- The importance of fostering agile mindsets and skillsets within teams
- The need for HR to shift from control and execution to support and empowerment
Chapter Summaries
The article explores the differences in recruitment and performance management practices between classical and agile organizations. It highlights how the agile environment necessitates a shift from centralized, top-down approaches to more decentralized and collaborative ones. In recruitment, agile organizations emphasize the importance of the agile mindset and its associated competencies, requiring HR to act as a knowledge provider and facilitator in the selection process. Performance management in agile organizations focuses on team goals rather than individual performance, using methods like Objectives and Key Results (OKRs) to provide flexibility and continuous feedback.
Keywords
The article focuses on the core concepts of agile working, HRM in agile environments, recruitment in agile organizations, performance management in agile organizations, agile mindset, agile competencies, continuous feedback, OKRs, team performance, and the shift from control to empowerment in HR.
- Arbeit zitieren
- Paul Heck (Autor:in), 2019, Human Resource Management (HRM) and its new, agile role, München, GRIN Verlag, https://www.grin.com/document/909271
