WGU D359 AGILE HR TOOLKIT CHAPTER 7-12 LATEST
QUESTIONS AND ANSWERS
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.
QUESTIONS AND ANSWERS
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.
