Agile transformation in organisations tends to focus on product teams, delivery pipelines, and leadership behaviour. HR is frequently the last function to change — and sometimes the one most actively perpetuating the patterns the transformation is trying to move away from: annual performance cycles, fixed job descriptions, hierarchical approval processes, and hiring criteria optimised for compliance rather than capability.

In this webinar, Better Change Fellow Giuseppe De Simone explores what it looks like when HR genuinely integrates agile values into its practices — drawing on case studies from Ericsson, Swedbank, and others that have navigated this transition.

What the session covers

The agile mindset for HR. Translating agile values — people over processes, responding to change, continuous improvement, collaboration — into practical HR strategies. What does this mean for performance management that actually develops people rather than rating them? What does it mean for hiring that selects for adaptability and judgment rather than credential accumulation?

Case studies from practice. Ericsson's shift to team-based performance management, where team outcomes rather than individual metrics drive development conversations. Swedbank's co-created leadership programmes, designed with the participants rather than delivered to them. Team-driven hiring and salary review processes that distribute the decisions traditionally held by managers.

Leadership and culture as two sides of the same coin. The organisations that make these changes stick are invariably the ones where leaders behave differently — not just in how they talk about people development, but in how they actually run their teams, handle performance conversations, and model the kind of candour and learning orientation they are asking of everyone else.

Micro-initiatives for macro impact. How small, targeted experiments in a single team or business unit can generate evidence and momentum for broader transformation. The alternative — waiting until the organisation is ready for a comprehensive change — tends to mean waiting indefinitely.

The human edge in the age of AI. Why the skills that matter most in HR — judgment, empathy, contextual reading of people and situations — are precisely the ones that AI cannot replicate, and what that means for where HR professionals should be investing their development.

Who should watch

HR professionals looking to modernise their practices in a way that actually changes outcomes, not just vocabulary. Leaders and managers who want to understand what agile HR requires of them. Agile coaches working in organisations where HR and the delivery function are operating as if they have different goals.