Agile HR - Agile People

New training


This training is online.

If you would like a private training in your organization, if you have any questions or if the dates indicated are not convenient for you, please do not hesitate to contact us so that we can meet your expectations:


The organizations that stand out most today are those that have transformed the role of HR into that of a coach serving everyone, not just senior management. While this change is certainly not yet the norm today, many organizations are now experimenting with alternative structures, replacing objective-based performance management methods with OKRs (key objectives and results), and old-style bonuses with profit sharing.

This training, which consists of 7 courses is aimed at people who are part of what organizations traditionally call the Human Resources (HR) field. Participants will leave with the knowledge needed to approach new ways of thinking and work with practices to engage more humanistic and values-based people. 

Whether you are an Agile coach, manager or HR professional, you need to understand how strategy and operations must evolve when working in an organization that embraces Agile principles and methodologies. How are performance management, recruitment, learning and development, compensation and benefits, and the way we conduct employee engagement surveys changing? What specific competencies do we need to use to execute an Agile transformation? Is there still a need for succession planning in a future Agile organization? These are questions that will obviously be addressed during the training. 


Topics covered during the training

  • Introduction to Agility and its relationship to Lean and Systems Thinking. Why work with agility?
  • What characterizes the agile mindset and how to change traditional HR processes when working with agile values?
  • How should HR adapt to create more value in an agile organization?
  • What should recruitment, performance appraisals and salary discussions look like?
  • What concrete examples are there? How have others succeeded? What works?
  • How to use agile techniques such as Scrum and Kanban for HR?

Duration: 6-week cohort: twice a week for 2 hours per session. Each session requires 1 hour of preparation by the participant (videos, readings, exercises).

Target Audience

Agile coaches, consultants, organizational development consultants, change management consultants, HR managers working in organizations taking an agile turn or wanting to learn more about Agile principles and methodologies, managers, operations managers and consulting directors in the private and public sectors. 


Content by session

Agile People Fundamentals

F1: Introduction to the principles, values and tools of Agile People

The foundation of the Agile People "mindset" is about the principles, values, methods, and tools we need to start using to unleash talent, innovation, and creativity - and what we need to stop doing. We discuss your particular challenges and your assurance engagement.

F2: Psychological security as the foundation of a learning organisation

The importance of an approach imbued with security and trust to increase profitability and innovation - to increase creativity through a culture where it is normal to fail and try again. We play "The Psychological Safety Game" to facilitate dialogue on difficult topics.

F3: Emerging Strategies, Structures and Goals

Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, objectives, performance processes and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and under-optimization of departments. Mindset Slider exercise. WoW to be used: beyond budgeting, OKR, impact mapping, VSM, etc.

F4: Conditions for creating an Agile culture

To create the conditions for a fantastic culture where people can perform at their optimum level with a sense of support and security. The gap between structures and culture / values. Structure - Culture Misfit role play. The importance of the culture of the country for an Agile transformation.

F5: Creating conditions for change     

Boundary Spanning and the Buddy System to amplify the collaboration between the various silos and increase the possibility of creating a great organization together. Tips and examples for the evolution of change and how HR and managers need to transform their role to support it.

Agility for HR

H1: How the role of HR changes when we need to increase Business Agility Design

The elements of talent programs needed to support an Agile transition in an organization and explain how different contexts can influence the approach to be taken. Job titles, competency profiles, titles, career, succession - how do you go about it in an agile organization? User stories for HR and the T-Shape approach. Mapping the employee journey - painful points. Examples and cases.

H2: How HR can use Agile tools and practices.
Using Scrum, Kanban, Value Stream Mapping and OKRs for HR is not that different from using them for software development. What are the examples and how can you design talent / people processes using Agile work methods? User stories for HR - what do they look like? Examples and cases of Agile HR in reality.

H3: Performance management and examples and cases
Assess current performance management practices and identify ways to integrate Agile thinking to improve performance, accountability, and growth. 95/5 Exercise.

H4: Compensation and Benefits
Examples and cases. Describe and compare traditional incentive structures with Agile friendly structures, discuss the advantages and disadvantages of each approach and explain how you can apply them to your context.

H5: Talent acquisition and integration
Design a recruitment strategy that can be used to find and acquire the "right" people to support the strategic growth of the organization by taking values, culture, diversity and collaboration into consideration in the hiring decision. Design an integration experience that allows new employees to become part of the organization quickly and smoothly.

H6: Employee Engagement
Recommend different motivational tools to apply in a context and describe how the traditional employee engagement survey is evolving.

H7: Learning and Development
Suggest ways to activate and sustain a growth mindset within a team, supporting the shift from a focus on what is missing to a focus on developing new skills and capabilities.

ICAgile Certified Professional

This training is certified by the International Consortium for Agile (ICAgile).

In order to obtain the ICAgile certification, you will have to solve a practical case after the training. You will have 30 days to send your case to the facilitator for correction.
Successful completion of this exercise will allow you to receive certification ICP-Agility in HR (ICP-AHR).

Learn more about ICAgile:

Online registration


Benoit Gagnon
Vice President, Information Technology and Consulting Services - Commissionnaires du Québec
This course not only allowed me to consolidate my knowledge in Agile management, but it also gave me the chance to acquire new skills that will help me in my managerial career. I strongly suggest it.
Céline Morellon
Director of Human Resources and Organizational Transformation
Being certified Agile HR now allows me to broaden my horizons in human resources management and leads me to be a better business partner for my clients.
Annie Travers
Human resources consultant
This training allowed me to fully integrate the basics of "Agile People", in addition to learning how to rethink our traditional models and concretely review our HR ways of doing things which are sometimes rigid or less adapted to today's changing world.
Stéphanie Sauvé
IT and business innovation consultant | change agent
I loved my experience with Zelia who always knew how to adapt to our needs and suggestions. Lots of sharing, tools, videos, and interesting content.

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