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.
Filter By:

Realize that there is no need for a separate organization to manage "Human Resources." This is an outdated concept and it wrongly, unnaturally displaces responsibility for developing people from managers to bureaucrats. Put basic developmental tools in the hands of managers and demand high standards for your company's culture.

At...

By Patrick Malcor on June 19, 2022
monique-jordan_1's picture

1.  TITLE: Role Not Position

 

2.  SUMMARY:

Positions (and accompanying titles) are reflective of the rigid, hierarchical, fear-ridden and overly centralized organizations that [irrespective of the organization and by themselves] both set-up and reinforce non-adaptive behavior. 

What if we did away with traditional positions (and related...

By Monique Jordan on June 11, 2022
julien-pascual's picture

Operational organisation of the company is made of teams created to  answer a unique problem and are not permanent. The team is described by its purpose statement (Mission - the problem to solve, vision - orientations of solution and values - respected to make the solution acceptable and success criteria)...

By Julien Pascual on June 7, 2022

Summary

Humans have an emotive response to stories that begins when we are young, they stretch and test the imagination. They helping people bring to life a situation and communicate its significance. Developing the capability to tell stories effectively is an important way for HR to influence and motivate.

Problem...

By Martin Couzins on June 20, 2022

We have given up on long and expensive recruiting processes. In our group we do it this way: we collaborate with all universities in our country and invite their graduate students to gain practice with us. We then offer the best ones - after a one day a week practice...

By Edna Pasher on June 8, 2022
leonardo-zangrando's picture

Building on the need to develop an ability to learn from failures, why not offer a prize to those who were able to articulate a corporate learning after a failure? A "Yearly / Quarterly Prize for Learning from Failure."

It coudl work like this: you were in a...

deb-seidman's picture

 A large part of creating adaptability is fostering awareness and understanding of opportunities and challenges that drive the need for adaptability.  Many companies have used rotation programs to provide entry-level new hires exposure to different parts of the business.  Once "settled" in an area, people build greater depth in that...

By Deb Seidman on June 11, 2022

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...

nigel-cox's picture

Put HR flavour of the month into reverse. Look at everything you are doing and, unless you have evidence it is working in your organisation, stop doing it. 

And by evidence, I mean genuine, statistically valid, experimentally tested results. 

Of course, this also means, don't introduce any new initiative until...

By Nigel Cox on June 24, 2022
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

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