Hacking HR to Build an Adaptability Advantage

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This sprint ended on July 14. Sprint 3.1 will begin shortly.

SPRINT 2.2: JOIN HACKING TEAMS

During Sprint 2.1, the hackathon team developed an astounding 138 mini hacks! We were very impressed by both the quantity and the quality of the contributions. Many of these mini hacks have great potential to be turned into full hacks during Phase 3.

For the most part, the Sprint 2.1 mini hacks were the result of many people working individually. In Sprint 2.2, our goal is to create hacking teams that will collaboratively take the best mini hacks and turn them into fully-formed management hacks during the next phase of the hackathon.

For this sprint we have three tasks:


TASK 1: Read Highlights of the Mini Hacking Sprint by Chris Grams to discover some of the hacks the MIX Guide team believes have the richest potential for development into fully-formed management hacks.


TASK 2: Join one or more hacking teams. Are there one or more mini hacks that caught your eye during the last sprint? Now is your chance to be a part of the team that develops them into full hacks.

  • Sign up for one or more hacking teams by clicking on the blue "Join Hacking Team" button in the right hand column of each individual Mini Hack page (If you authored the hack, you are already on the team automatically. Just send Hackathon Guide Chris Grams an email to let him know you plan to continue to develop your mini hack before the end of this sprint). You can choose from hacks highlighted in the Highlights of the Mini Hacking Sprint post or browse the full list on the Mini Hack page. Sort the mini hacks using the tags on the left side of the page or the filter functions at the top of the mini hack list. 
  • The person who originally contributed a mini hack will be designated as the team leader, and up to five other people can join the team. Once a hacking team has five members it will be marked as full, although a team leader can invite additional team members to join by contacting the system administrator.
  • During the hacking phase, you'll be actively collaborating with other team members to build out the chosen mini hack. Most people will be able to effectively participate in no more than three or four teams, so please choose your teams wisely and if you are not sure you'll be able to actively contribute, save room for someone else. While this sprint lasts until Sunday, July 14, the top hacking teams will fill up quickly, so make your team selections now.
  • Once you've chosen your hacking teams, feel free to connect with other members of the team in the comments section below the mini hack, consider sharing email addresses or other contact info (Skype, Twitter, etc.). If you want to get a head start on the hacking phase, you might even create a shared Google doc with the starting mini hack text, set up a Google Hangout for the team, or discuss other ways the team might want to collaborate. But you can also simply wait for additional instructions after this short sprint is over on July 14. You'll have plenty of time to complete your hacks over the next few months (and we'll have tips, hangouts, and additional information to help you along the way).

TASK 3:  On July 2, we hosted a hangout featuring veteran hacker and Atlassian VP of Talent and Culture Joris Luijke. If you missed it, you can watch the replay of this hangout by clicking here. 

Next Tuesday, we'll have our first Hacker's Hangout, featuring Hackathon Guides John McGurk, Perry Timms, and some of your fellow hackers. Learn more here.

And be sure to check out the recording of our fantastic hangout with Dan Pink if you weren’t able to catch it live.


This sprint ends on July 14.
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andy-lippok's picture

Deming and others showed that when you look at the performance of an organisation (however you measure performance), about 85% to 95% (one can argue pointlessly about the precise figure but the scale is key) is due to the system, i.e. the way the work works and is designed. That...

By Andy Lippok on June 21, 2022
andy-lippok's picture

As Coens & Jenkins outline in their book "Abolishing Performance Appraisals", and as I've encountered in numerous on-line discussions and with hunderds of people within many organisations, and as outlined in a paper written by Prof Phil Taylor at the University of Strathclyde, I believe that performance management as practiced...

By Andy Lippok on June 21, 2022

Creativity, innovation, synthesizing ambiguity, re-imagining the possible, and making unexpected connections - all important stuff; all becoming (/is already) business imperative.

Finally, all of this is about the absence of (in nearly all cases) routine problem solving.

I'm definitely biased, but I think this means that if we (sometimes) want...

By Sean Schofield on June 21, 2022

The core challenge is to let energy be the currency for access to engage in executing pertinent ideas. I.e., freedom to work on what gets people excited, whilst ensuring alignment.

If the MIX is any indication, there are many people out there with lots of hunches, dreams, and a whack...

By Sean Schofield on June 21, 2022

Most major organizations have a vast amount of untapped employee data that sits across a number of platforms that fail to communicate with one another. The platforms were built with specific purposes in mind, eg acquisition, learning, performance. The legacy systems were costly and are now inefficient. HR should take...

TCOW or Total Cost Of Workforce in and of itself is meaningless, however it is absolutely fundamental to almost every metric calculation that show movement in investments in people, or Return on People (ROP). It's also very difficult to calculate without agreement from HR, finance, and line of business on...

Looking at the principles of Autonomy & Trust and Openess & Transparency, my mini hack aims to to establish the credibility and value of HR as a business partner by adapting the language and measurment principles of  the core business.  As long as HR continues to measure itself with the...

sue-waldock's picture

Despite the fact that much has been published and delivered through the concept of 'sharing best practice' it still appears to be immensely difficult for businesses and individuals within it to break down silos, and by doing so deliver significant competitive advantage to the internal and external stakeholders of their...

By Sue Waldock on June 21, 2022
giuseppe-gerardo-ciarambino's picture

In a rapidly changing environment, is it appropriate to continue to be based primarily on official qualifications and experience?

Or is it better appraise aspects of character, skills of ...

simon-gosney's picture

Too often, organisations propogate rather than enable creativity and innovation. One of the enemies of adaptability is Command-and-control systems (that) lead to organizations filled with anxious employees who are hesitant to take the initiative or trust their own judgment.

I see this manifested frequently in the form of posters, signs,...

By Simon Gosney on June 21, 2022

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