Are recruitment & HR Agile’s biggest blockers?€¦ · Are recruitment & HR Agile’s biggest blockers? ... knowledge and understanding of agile and its frameworks (Scrum, Kanban,

www.agileforrecruiters.com A Bunny Picnic project

Are recruitment & HR Agile’s biggest blockers?

http://www.agileforrecruiters.com

http://www.bunnypicnic.co.uk





It seems many agile practitioners use recruiters…“Have you ever used recruitment consultants or agencies to

find jobs in agile / Scrum / Kanban / etc?”

94%

6%

NoYes




…but not many are satisfied with them“If you have used recruitment consultants or agencies, how

satisfied were you with the experience?”

0%

10%

20%

30%

40%

Very dissatisfied Dissatisfied Neither Satisfied Very satisfied

3.33%6.67%

26.67%

36.67%

26.67%




Recruiters rate their own agile knowledge more highly than practitioners rate their recruiter’s knowledge

How did practitioners and recruiters rate the recruiter’s knowledge and understanding of agile and its frameworks

(Scrum, Kanban, XP, DSDM, etc)?

0%

17.5%

35%

52.5%

70%

None Basic Good Excellent

0%3%

55%

41%

5%

24%

62%

10%

Recruiter rating of their own knowledgePractitioners' rating of recruiter knowledge




Are knowledge gaps a problem? Practitioners were asked if a lack of understanding of agile

and its frameworks amongst recruiters and HR professionals was a problem.

90%

10%

NoYes













“…if you require a PMP of a scrum master…

you are absolutely clueless.”

“…a project manager is not a scrum master or an agile

coach”

“…recruiters don't understand what they are

recruiting for and can put off the good practitioners

altogether.”

“Agile is seen as thing people do rather than a

cultural mindset…so many scrum master JDs are cut and paste jobs, where the nuances of what is required in that

specific context are not mentioned.”

“There are a lot of agile project manager roles I see advertised, some of these are SM

roles, some are PM roles, some are weird hybrids which make no sense at all.”







As a… I want to… So that…




“Individuals and interactions over processes and tools”













“That low level certifications are way too

easy to get and thus meaningless.”

“Just because someone has a CSM doesn't make them a

coach.”

“They don't understand the skills required in a good agile coach. They look for years of experience regardless of agile knowledge.”

“They don't understand the different types of agile coaches

(someone with a technical, business, or enterprise

background).”




“Give me an example of a time when you have…”




“The best architectures, requirements, and designs emerge

from self-organizing teams”




“Build projects around motivated individuals. Give them the environment and support they need, and trust them

to get the job done”




Bruce Tuckman “Forming, Storming,

Norming and Performing”

Brook’s Law "Adding manpower to a late software

project makes it later"










“…it is more cultural & human than a functional process. Finding

cultural fit and empathetic individuals is important. You can't recruit for these roles in the same way as you would (for example)

traditional project management.”

“…it isn't an adaptation of project planning

but a completely revolutionary way of changing businesses.”













www.agileforrecruiters.com

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Are recruitment & HR Agile’s biggest blockers?€¦ · Are recruitment & HR Agile’s biggest blockers? ... knowledge and understanding of agile and its frameworks (Scrum, Kanban,