Agile HR Toolkit Chapters 7-12: Study Essentials for WGU D359
Value and prioritization: - correct answer ✔✔how to manage the endless HR wish-list and deliver value
to the business.
Co-creation: - correct answer ✔✔how to apply design thinking within HR and build great human-centric
products and services with our people, rather than implementing solutions on to them.
Agile teams and operating models in HR : - correct answer ✔✔how Agile ways of working are reshaping
the HR team model and helping us deliver a more end-to-end employee experience.
Thinking like a scientist: - correct answer ✔✔how to apply an evidence-based approach and make data-
driven decisions.
Continuous improvement : - correct answer ✔✔how to use the Agile feedback loop to support learning
and improve performance.
Strategic value: - correct answer ✔✔How HR creates new value, competitive advantage through high-
performing teams, great leaders and the development of new capabilities, plus the impact of creative
and innovative talent. Aligned with business strategy
Enabler value: - correct answer ✔✔This is how we help the business succeed day to day. Such as a
reliable payroll system or ergonomic chairs for people to sit on.
Purpose-driven value: - correct answer ✔✔Being a social enterprise is more than just running a few
corporate social responsibility campaigns. It involves building a trusted employee brand proposition that
makes people want to work for the organization because they feel connected to a wider social purpose
and can make a positive contribution to their community through their work.
Employee value: - correct answer ✔✔Intimately linked to building a purpose-driven brand is
understanding the human element of work and the need to genuinely care for our employees. This need
is captured through the human-centric approach of Agile HR and represents an opportunity where HR
can add a lot of untapped value. Quite often, business leaders lack HR's experience in how to build a
culture of belonging and an organizational design where people get excited by the work they do and who
, they work with. This goes beyond using a few motivational or engagement tools within the workplace
and is about treating people as adults. The approach feeds off self-determination theory.
End-customer value: - correct answer ✔✔HR should never lose sight of the end-customer in our work.
While HR's attention is naturally focused more on what we see as the immediate, internal customer,
namely our employees and leaders, we need to assess how our activities and solutions impact the end-
customer of the organization.
Building a Strategic Portfolio of Work: - correct answer ✔✔Assess business priorities, Assess the people
and culture landscape, Offer insights, Co-create with stakeholders, Apply prioritization tools - risk vs.
value grid, Moscow method, effort vs. impact grid, value matrix, forced ranking, bubble sorting, Sense-
check the human element, Self-organize around agreed priorities
By using a transparent and openly shared backlog: - correct answer ✔✔both senior stakeholders and
employees can quickly gauge where an HR team is at and what their focus is.
Moscow Method: - correct answer ✔✔is great for prioritizing the features that need to be designed and
delivered for a product or service
MoSCoW first identifies: - correct answer ✔✔which features are the must-haves or non- negotiables, the
absolute minimum to get the product or service functioning. Next, it identifies the should-haves, which
are the features that make the product or service usable or likeable. MoSCoW:
Secondly identifies: - correct answer ✔✔the could-have features that will help delight the users, though
generally it will be impossible to deliver them all.
Finally, MoSCoW identifies: - correct answer ✔✔the features that simply don't add any value at this
stage, and while these features should be periodically reviewed when requirements change, HR teams
need to say no at this time.
Effort Versus Impact: - correct answer ✔✔effective method to determine what should be delivered given
limited capacity and resources. it's important to clearly define what impact and effort mean for the
organizational context in which we work.
Value and prioritization: - correct answer ✔✔how to manage the endless HR wish-list and deliver value
to the business.
Co-creation: - correct answer ✔✔how to apply design thinking within HR and build great human-centric
products and services with our people, rather than implementing solutions on to them.
Agile teams and operating models in HR : - correct answer ✔✔how Agile ways of working are reshaping
the HR team model and helping us deliver a more end-to-end employee experience.
Thinking like a scientist: - correct answer ✔✔how to apply an evidence-based approach and make data-
driven decisions.
Continuous improvement : - correct answer ✔✔how to use the Agile feedback loop to support learning
and improve performance.
Strategic value: - correct answer ✔✔How HR creates new value, competitive advantage through high-
performing teams, great leaders and the development of new capabilities, plus the impact of creative
and innovative talent. Aligned with business strategy
Enabler value: - correct answer ✔✔This is how we help the business succeed day to day. Such as a
reliable payroll system or ergonomic chairs for people to sit on.
Purpose-driven value: - correct answer ✔✔Being a social enterprise is more than just running a few
corporate social responsibility campaigns. It involves building a trusted employee brand proposition that
makes people want to work for the organization because they feel connected to a wider social purpose
and can make a positive contribution to their community through their work.
Employee value: - correct answer ✔✔Intimately linked to building a purpose-driven brand is
understanding the human element of work and the need to genuinely care for our employees. This need
is captured through the human-centric approach of Agile HR and represents an opportunity where HR
can add a lot of untapped value. Quite often, business leaders lack HR's experience in how to build a
culture of belonging and an organizational design where people get excited by the work they do and who
, they work with. This goes beyond using a few motivational or engagement tools within the workplace
and is about treating people as adults. The approach feeds off self-determination theory.
End-customer value: - correct answer ✔✔HR should never lose sight of the end-customer in our work.
While HR's attention is naturally focused more on what we see as the immediate, internal customer,
namely our employees and leaders, we need to assess how our activities and solutions impact the end-
customer of the organization.
Building a Strategic Portfolio of Work: - correct answer ✔✔Assess business priorities, Assess the people
and culture landscape, Offer insights, Co-create with stakeholders, Apply prioritization tools - risk vs.
value grid, Moscow method, effort vs. impact grid, value matrix, forced ranking, bubble sorting, Sense-
check the human element, Self-organize around agreed priorities
By using a transparent and openly shared backlog: - correct answer ✔✔both senior stakeholders and
employees can quickly gauge where an HR team is at and what their focus is.
Moscow Method: - correct answer ✔✔is great for prioritizing the features that need to be designed and
delivered for a product or service
MoSCoW first identifies: - correct answer ✔✔which features are the must-haves or non- negotiables, the
absolute minimum to get the product or service functioning. Next, it identifies the should-haves, which
are the features that make the product or service usable or likeable. MoSCoW:
Secondly identifies: - correct answer ✔✔the could-have features that will help delight the users, though
generally it will be impossible to deliver them all.
Finally, MoSCoW identifies: - correct answer ✔✔the features that simply don't add any value at this
stage, and while these features should be periodically reviewed when requirements change, HR teams
need to say no at this time.
Effort Versus Impact: - correct answer ✔✔effective method to determine what should be delivered given
limited capacity and resources. it's important to clearly define what impact and effort mean for the
organizational context in which we work.
