{"id":855,"date":"2019-05-08T18:00:43","date_gmt":"2019-05-08T16:00:43","guid":{"rendered":"https:\/\/agilerasmus.com\/wordpress\/?p=855"},"modified":"2019-05-08T09:43:53","modified_gmt":"2019-05-08T07:43:53","slug":"self-management-versus-employee-management","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/self-management-versus-employee-management\/","title":{"rendered":"Self-management versus employee management"},"content":{"rendered":"\n<p>Recently, Kristian Haugaard\nand I held a workshop for a group of HR leaders in Aarhus, Denmark.&nbsp;It inspired me to reflect on the topic: Which\ntraditional HR or manager tasks could an agile team manage themselves? I have\nchosen a handful of cases to exemplify the theory:<\/p>\n\n\n\n<ul><li>Team composition<\/li><li>Employee development<\/li><li>Bonus program<\/li><\/ul>\n\n\n\n<h2>Team composition<\/h2>\n\n\n\n<p>In many cases, team\ncomposition takes place behind closed doors in the management group, with\nrelatively limited involvement of the employees.&nbsp;If you believe in agility\nand have the courage to give the mandate to the employees, it is a huge victory\nfor agility.&nbsp;I first heard about the concept back in 2012 when\nPeter Hundermark (Scrum coach from South Africa) let a group consisting of 40+\nemployees design team composition.&nbsp;Hundermark set up simple rules\nfor the teams before they were allowed to design the composition:<\/p>\n\n\n\n<ul><li>Teams should be staffed according to their project&#8217;s\npriority<\/li><li>All team members should be 100% allocated to a single\nteam<\/li><li>All teams should be cross-functional and be able to\nsolve tasks from start to finish<\/li><li>Have a size of 5-9 team members<\/li><\/ul>\n\n\n\n<p>With great inspiration from\nHundermark, I myself have subsequently run workshops according to similar\nprinciples:<\/p>\n\n\n\n<ul><li>Each team should have a dedicated Product Owner<\/li><li>Each team should be able to work with few external\ndependencies<\/li><li>Each team should be cross-functional within their own\nproduct backlog<\/li><li>Have a size of 5-9 members<\/li><li>Management interference is only allowed in case the process\nstalled<\/li><li>The process is facilitated by the agile coach<\/li><\/ul>\n\n\n\n<p>Some of the comments from the involved were: &#8220;Brave of management to\nlet go of control&#8221;, &#8220;It was good to get involved actively in the\nprocess&#8221; and &#8220;We felt empowered&#8221;.<\/p>\n\n\n\n<h2>Employee development<\/h2>\n\n\n\n<p>A typical task within employee\nmanagement is the development of competencies at the individual employee.&nbsp;This is typically done through periodic dialogue\nconversations, employee development interviews, where the employee and the\nmanager agree on goals for the&nbsp;period and actions towards the\ngoals.&nbsp;If the manager does not properly stage the\nconversations, it can quickly become too formal and and non-value adding for\nthe employee and the company.<\/p>\n\n\n\n<p>In a real self-leading team,\nemployee development takes place as an activity in everyday life.&nbsp;It happens in its basic form without the involvement\nof an employee leader &#8211; at least without this being the primary driver on a\nformat or a cycle.&nbsp;Jurgen Appelo has described a\nManagement 3.0 internship called &#8220;Team Competency Matrix&#8221; that helps\nthe team identify the necessary&nbsp;skills, describe the\nlevel of competence for the individual team members and create an overview of\nthe desired level of competence.&nbsp;When the team has an overview\nof current competencies and desired level, it is a form of case to define which\nsteps must be taken to move towards the goal.&nbsp;The format I typically use in such\nworkshops is:<\/p>\n\n\n\n<ul><li>Review of team vision and product backlog<\/li><li>Brainstorm, prioritization and grouping of necessary\ncompetencies<\/li><li>Classification of competence level for the individual\nteam members (&#8220;I can teach others&#8221;, &#8220;I can work independently&#8221;,\n&#8220;I need help&#8221;)<\/li><li>Identification of desired team level<\/li><li>Identification of improvement potential (current level\n&lt;desired level)<\/li><li>Identification of individual action on the way to\ndesired level<\/li><li>Follow-up agreement<\/li><\/ul>\n\n\n\n<p>Some of the following comments\nfrom management and team members were: &#8220;Great visual overview of our\ncompetencies&#8221;, &#8220;Coherence between the team&#8217;s vision and team members&#8217;\ndevelopment&#8221; and &#8220;Now we can plan competence development into our\neveryday lives&#8221;.<\/p>\n\n\n\n<h2>Bonus program<\/h2>\n\n\n\n<p>Many jobs offer bonus as a\nvariable element of pay.&nbsp;There are generally two ways\nin which this bonus can be determined: The company sets up a goal that must be\nredeemed and rewarded by bonus, or the employee manager sets the employee to a\nbonus that is either granted or rejected periodically.&nbsp;Experience shows\nthat the bigger and more well-established a company is, the less the individual\nemployee has the opportunity to influence the bonus and its size.<\/p>\n\n\n\n<p>If you work in a self-managing\nteam that delivers measurable products, you can create a transparent bonus\nscheme that relates to the actual value you have delivered.&nbsp;Guru Mike Cohn and several others have described a\nmethod of assigning relative value to work done in a team &#8211; the Business Value\ngame.&nbsp;If you know about Story Points then you will be able\nto relate to this mechanism.&nbsp;The idea behind the mechanism\nis that everyone in the team participates in a discussion about the relative\nvalue a task delivers to the business.&nbsp;It is essential that the value\nis relative so that you do not&nbsp;directly translate to bottom\nline or other elements that in some cases do not have relevance to the tasks.&nbsp;A format for Business Value game that I have used\nfrequently:<\/p>\n\n\n\n<ul><li>A team member presents a task by describing needs,\ntarget group and input for solution<\/li><li>Each team member chooses a card with a value between 0\nand 1000 for how much value the task contributes<\/li><li>Everyone in the team shows their cards at the same\ntime<\/li><li>Highest value and lowest value explain the motivation\nfor their choice and clarify any issues<\/li><li>Each team member chooses a card with a value between 0\nand 1000 for how much value the task contributes<\/li><li>Everyone in the team shows their cards at the same\ntime<\/li><li>The final value is set as an average<\/li><\/ul>\n\n\n\n<p>With periodic intervals, the\nsum of the delivered Business Value is calculated from the team, which gives\ninput to the bonus that is to be shared with them.&nbsp;There are then at\nleast two methods for paying out bonuses: everyone in the team gets the same\namount or team members get bonus relative to the Business Value they have\ndelivered.<\/p>\n\n\n\n<p>Some of the subsequent\ncomments from team members were: &#8220;I have the opportunity to influence the\nbonus I get paid&#8221;, &#8220;It motivates me to know that I create value for\nthe business and that it is being rewarded&#8221;.<\/p>\n\n\n\n<h2>Get started<\/h2>\n\n\n\n<p>Would you like to hear more about\nthe above cases or would you like to know more about the theory behind? Feel\nfree to contact me or one of my colleagues in Ugilic.<\/p>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>Recently, Kristian Haugaard and I held a workshop for a group of HR leaders in Aarhus, Denmark.&nbsp;It inspired me to reflect on the topic: Which traditional HR or manager tasks could an agile team manage&#8230;<!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":850,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true},"categories":[3,21],"tags":[5,4],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.8 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Self-management versus employee management - 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