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Projeto Agile4ALL implementação de um piloto RH Agile numa organização do setor do turismo
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| 9.24 MB | Adobe PDF |
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Abstract(s)
Nos últimos anos, os Recursos Humanos (RH) Agile tornaram-se num tema de interesse entre os profissionais de RH. Com origens no “Manifesto Agile” (2001), esta metodologia foi inicialmente implementada no setor das Tecnologias de Informação, expandindo-se para outros departamentos e sectores (ex. finanças, saúde e marketing). O Agile combina processos e ferramentas como o Lean, o Kanban e o Scrum para melhorar o desempenho organizacional. Organizações que adotaram o Agile com sucesso são tipicamente mais informais e abertas na comunicação, têm práticas flexíveis de melhoria de competências, implementam incentivos não-materiais, possuem estruturas organizacionais mais planas, entregam produtos e serviços mais rapidamente, e apresentam maior motivação e produtividade. No entanto, a transição para o Agile pode ser um processo disruptivo. A falta de apoio dos gestores, o choque cultural deste processo e a falta de conhecimentos sobre processos e ferramentas Agile podem ser fatores limitativos. Deste modo, a transformação de uma organização tradicional para Agile requer uma estratégia de comunicação que envolva todas as partes interessadas (colaboradores, gestores e RH), conhecimento dos processos e ferramentas Agile, a implementação de programas-piloto com expansão gradual, formações sobre os conceitos Agile e uma abordagem de melhoria contínua baseada no feedback. Este projeto tem como fim validar a viabilidade da implementação de práticas RH Agile, numa empresa de pequenas / médias dimensões do sector do turismo no Algarve, através da implementação de um inovador programa-piloto, sendo os RH e a administração os principais interlocutores (“product owners”) deste processo. Os resultados obtidos no projeto demonstram a sua viabilidade, contudo, há que ter em conta algumas ressalvas, nomeadamente a elevada sazonalidade da região e a disponibilidade temporal dos participantes. Adicionalmente, são propostas um conjunto de iniciativas para futura investigação.
In recent years, Agile Human Resources (HR) has become a topic of interest among HR professionals. Originating from the “Agile Manifesto” (2001), this methodology was initially implemented in the Information Technology sector and has since expanded to other departments and sectors (e.g., finance, healthcare, and marketing). Agile combines processes and tools such as Lean, Kanban, and Scrum to improve organizational performance. Organizations that have successfully adopted Agile are typically more informal and open in communication, have flexible skill improvement practices, implement non-material incentives, possess flatter organizational structures, deliver products and services more quickly, and exhibit higher motivation and productivity. However, the transition to Agile can be a disruptive process. The lack of managerial support, the cultural shock of this process, and the lack of knowledge about Agile processes and tools can be limiting factors. Therefore, transforming a traditional organization to Agile requires a communication strategy that involves all stakeholders (employees, managers, and HR), knowledge of Agile processes and tools, the implementation of pilot programs with gradual expansion, training on Agile concepts, and a continuous improvement approach based on feedback. This project aims to validate the feasibility of implementing Agile HR practices in a SME company in the tourism sector in Algarve, through the implementation of an innovative pilot program, with HR and administration as the main interlocutors (“product owners”) of this process. The results obtained from the project demonstrate its feasibility; however, some limitations must be considered, namely the high seasonality of the region and the temporal availability of the participants. Additionally, a set of initiatives for future research is proposed.
In recent years, Agile Human Resources (HR) has become a topic of interest among HR professionals. Originating from the “Agile Manifesto” (2001), this methodology was initially implemented in the Information Technology sector and has since expanded to other departments and sectors (e.g., finance, healthcare, and marketing). Agile combines processes and tools such as Lean, Kanban, and Scrum to improve organizational performance. Organizations that have successfully adopted Agile are typically more informal and open in communication, have flexible skill improvement practices, implement non-material incentives, possess flatter organizational structures, deliver products and services more quickly, and exhibit higher motivation and productivity. However, the transition to Agile can be a disruptive process. The lack of managerial support, the cultural shock of this process, and the lack of knowledge about Agile processes and tools can be limiting factors. Therefore, transforming a traditional organization to Agile requires a communication strategy that involves all stakeholders (employees, managers, and HR), knowledge of Agile processes and tools, the implementation of pilot programs with gradual expansion, training on Agile concepts, and a continuous improvement approach based on feedback. This project aims to validate the feasibility of implementing Agile HR practices in a SME company in the tourism sector in Algarve, through the implementation of an innovative pilot program, with HR and administration as the main interlocutors (“product owners”) of this process. The results obtained from the project demonstrate its feasibility; however, some limitations must be considered, namely the high seasonality of the region and the temporal availability of the participants. Additionally, a set of initiatives for future research is proposed.
Description
Keywords
Gestão de Pessoas Gestão Estratégica de Recursos Humanos Agile Transformação Organizacional