Agile in HR: Seguros Pelayo Case

In 2022, we began a journey toward #Agile with the Pelayo Mutua de Seguros People and Culture team, working hand in hand with VASS. This journey has been absolutely rewarding! I’m sharing this journey with you to give you some ideas and inspiration for your #AgileHR processes.

Defining a horizon and learning from Agile People

First, internally, the P&C team identified its #purpose and where it wants to be (at the end of the day, agility is just a means to get there).

Next, we conducted certified Agile People training for the entire team. During the training, the team not only learned about #mindsets and practices, but also had the opportunity to generate concrete process improvement ideas. It was a very practical training, in which all team members actively participated, proposing ideas for improvements in selection, performance, labor relations, compensation, and other HR processes.

Defining Pilot Projects

We then identified a couple of #projects to approach with an agile approach as pilot projects. After training, it’s very tempting to want to do a lot of new things; but the key is to stay focused and establish a strategy. Sometimes less is more. At Pelayo, we chose the Selection Process, the Performance Evaluation Model, and the Visualization of the Strategic Project Portfolio for the area. The goal has been to pilot agility in these specific challenges, and then infuse the Way of Working into the rest of the team (and even the organization).

The criteria involved choosing challenges that would impact several P&C areas (such as Recruitment, which impacts several people), that involved multidisciplinary teams, and that were available.

The original timeframe for the support was estimated at six months. The most commonly used tool was Miró.

Let’s Get to Work

And finally, we began executing the selected projects: During the process, we incorporate agile elements such as #DesignThinking for ideation, Planning and Retrospectives for reflection (and no, no prescriptive Scrum…). We also incorporate elements that involve #values, such as collaboration, incorporating customer feedback, making decisions based on consent, increasing empowerment, etc.

As relevant aspects we can highlight:

• The adoption of JIRA to manage the recruitment process flow, obtaining metrics and indicators automatically. We also experienced the benefits of using a Kanban board to manage vacancies, allowing us to observe bottlenecks, areas for improvement, etc. An advantage was that this tool was already approved at the corporate level (being used by IT), so the configuration for P&C had to be managed, allowing both areas to work closely on the project. JIRA isn’t just for IT! Finally, in addition to beginning to measure the process more easily, we promoted improvement conversations with the departments. The project commitment was approximately four hours per week.
  
• A New Performance Model: The previous performance evaluation model was completely redesigned. The process began with Design Thinking, along with collaborators outside of P&C, to design a new performance management model. Goodbye evaluations, hello development! The average dedication was 2 hours per week (with higher dedication in the first few weeks). The result highlights a model where:
  • Not only role-related results are assessed, but also values ​​and attitudes.
  • Performance exercises are used to explore motivations and aspirations.
  • More opportunities are created for feedback conversations.
  • Team members, not just managers, participate in assessments.
  • A self-assessment section is included.

• Kanban for strategic projects: with the purpose of visualizing the teams’ ongoing initiatives, beyond their usual Business As. This required holding conversations related to prioritization and strategic objectives for the different areas. The challenge: Involving all P&C people and expressing reality as it is, not as desired, all accompanied by a mindset of continuous improvement.

Learning

What are the factors behind this great team’s #success?

I think the first is that the team has excellent #PsychologicalSafety, which allows for progress (and, equally important, the atmosphere is fantastic). From the beginning, there was a consistently safe environment that allowed for active participation from everyone.

Then, the importance of patience and realism. Not everything happens overnight, and yes, we often overestimate our capabilities. The final duration was one year, instead of the six months initially planned, as the team’s real capabilities allowed for a shorter commitment per week.

Finally, it’s highly recommended not to approach agility as an extra project: seeking #RealChallenges makes the difference.

Claudia Patricia Salas . –