How to Operate HR Using Agile/SCRUM Methodology: Lessons from My Experience in Technology Companies

I’ve spent a good chunk of my career in tech companies, where "agile" and "SCRUM" aren’t just buzzwords—they’re the backbone of how products get developed. At first, I was just trying to wrap my head around how a team of developers, designers, and testers could work together in such tight, two-week sprints to churn out software. But it didn’t take long for me to see the magic happening: faster delivery, clearer communication, and a company that could pivot on a dime when market conditions shifted.

And then, one day, it hit me—why can’t HR work like this too?

I mean, let’s be honest: HR has historically had a bit of a reputation for being… well, a little slow-moving. The “traditional” HR model is often a series of painstakingly slow processes, overcomplicated paperwork, and reactive strategies that sometimes feel like they were designed in the 1990s (no offense, 1990s HR). Meanwhile, technology teams are getting things done in two-week bursts while HR is still trying to figure out how to change the performance review cycle for the year.

So, I decided to give it a shot: Why not inject a little of that agile magic into HR? Here’s what I’ve learned—and how you can get started too.

What Is Agile/SCRUM, and Why Does It Work for HR?

Okay, so let's back up a second. What exactly is this "agile" thing? And why should HR care about it? At its core, agile is all about flexibility, speed, and—here’s the kicker—continuous improvement. It's like building a plane while flying it, but in a smart, measured way. Agile breaks down big projects into smaller chunks, letting you test, learn, and adjust as you go. SCRUM, which is a specific framework within agile, gives you a more structured approach, using short "sprints" (usually two weeks) to hit incremental goals while keeping the team aligned and accountable.

For HR, this means ditching the old “let’s launch a massive program and hope it works” approach. Instead, you create smaller, manageable pieces, test them out with employees, and adjust as you go. It’s like building a better onboarding experience one sprint at a time, rather than attempting to overhaul the entire company culture overnight.

Key Elements of Agile HR

So how does agile actually look in HR? Let me walk you through how I’ve applied it in real-life situations.

1. Cross-Functional HR Squads. In software development, cross-functional teams—made up of people with different expertise—work together to tackle a single product. It’s like assembling the Avengers, but for coding. In HR, I’ve had great success using this model to tackle initiatives like redesigning the onboarding process or revamping the performance review system. Instead of HR folks working in silos, you bring in people from across the business—engineering, sales, product, marketing teams. These “HR squads” bring a mix of perspectives and skills, and they’re laser-focused on a specific initiative. This leads to more creative, rounded solutions that actually work—because guess what? Everyone has skin in the game.

2. Sprints for HR Projects. One of the things I love about agile is the two-week sprint model. It’s like setting a timer and watching everyone race to the finish line. In SCRUM, each sprint is a short cycle where you accomplish a chunk of work and deliver results. For HR, I’ve found this approach incredibly helpful. Instead of trying to completely overhaul the performance review process in one giant leap (which is like trying to run a marathon without training), we tackle small, bite-sized pieces. Maybe we start by improving the first 30 days of onboarding in the first sprint. In the next sprint, we focus on feedback from new hires and iterate. At the end of each sprint, you look at what worked, gather feedback, and adjust. It’s like taking tiny steps instead of leaping into the void, hoping for the best.

3. Daily Stand-Ups for Accountability and Alignment. In SCRUM, teams hold daily stand-up meetings, which are exactly what they sound like: short, sweet, and standing up. No one has time for an hour-long, mind-numbing meeting about the same old thing. Instead, each team member quickly shares what they did yesterday, what they’re doing today, and whether anything’s blocking them. This works wonders in HR too. Whether we’re launching a new talent management system or working on a new wellness program, those quick daily check-ins help ensure that everyone’s aligned. Plus, they keep us accountable. If someone’s behind on their part, we all know about it—and can help sort it out before it becomes a crisis.

4. Backlogs and Prioritization. In SCRUM, the product backlog is essentially a giant to-do list of everything that needs to get done—things like bug fixes, features, and improvements. Each item on the list is prioritized based on value and urgency. HR can totally use this concept too. Imagine an HR backlog: updating policies, launching new training programs, improving wellness benefits—everything gets listed and prioritized. This way, the team isn’t running around doing the equivalent of fixing the photocopier while the company’s biggest talent gap is left unchecked. By prioritizing based on what’ll have the most impact on employees and the business, we ensure we’re working on the things that actually matter.

5. Employee-Centric Design and Continuous Feedback. In agile software development, feedback from customers is gold. The same goes for HR: Employee feedback is everything. After every sprint (or project), we gather feedback from employees to see how they felt about the changes we made. This could be feedback on a new training module or changes to the onboarding process. For example, after a sprint to improve the recruitment process, we might send out a survey to candidates and hiring managers asking: “How was your experience? Was it smooth or a total disaster?” Based on their input, we iterate and improve—no waiting for the annual review or some big post-launch analysis.

6. Iterative Approach to Learning and Development. Learning and development is a prime area for agile to shine. Forget about launching a massive, one-size-fits-all training program for the year. Instead, agile lets us deliver continuous, bite-sized learning opportunities. We can introduce new training content in sprints, gather feedback, and quickly adjust it based on what employees find useful. So if suddenly everyone wants to learn about the latest AI tool (because, you know, AI is everywhere), we can develop a module in a sprint, deploy it, and move on to the next thing. It keeps learning relevant, fresh, and, most importantly, responsive.

Benefits of Agile HR

By applying agile to HR, here’s what you can expect:

• Faster Iteration: HR can adapt and respond quickly to changes in the organization, instead of being bogged down in months-long planning cycles.

• Increased Flexibility: The agile approach lets you pivot based on real-time employee feedback, ensuring programs are always aligned with actual needs.

• Enhanced Collaboration: Cross-functional squads bring diverse perspectives to the table, leading to more creative and holistic solutions.

• Employee-Centered: Agile HR focuses on creating solutions that are constantly shaped by employee feedback, making it more relevant and effective.

In today’s fast-paced business world, HR can’t afford to be the department that’s slow on the uptake. Just as software teams use agile to respond quickly to market demands, HR needs to move with the same speed and flexibility. By embracing agile and SCRUM methodologies, HR can stop being the bottleneck and start driving meaningful change, all while keeping employees at the center of everything. The result? A more dynamic, employee-focused HR function that’s constantly evolving to meet the ever-changing needs of today’s workforce.

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