I guess the key question for me would be not about agile organisations or not (and agile doesn't mean a lack of policy or certain ways of doing things) but why after 30 years the CEO has decided to introduce a HR function. What has driven that change and how widely supported is this initiative? That for me would be the key cultural factor I was exploring in my due diligence.
You mention recruitment....what's the problem with what they are doing? What needs "fixing"? And says who?
Apart from that it will probably largely come down to behaviours and mindset rather than skills. What sort of HR practitioner are you? Are you the sort who can adapt and change, understanding a bigger picture or do you prefer certain structures to be followed and certain levels of rigour and regiment?
Hi Annie
You are going to need to approach everything from the perspective of “how can I find a way to help you make this happen” and excise from your vocabulary “you can’t” and “you shouldn’t”. You might sometimes need to point out, “if you do that thing in that way, this is what will happen” but be very clear if you are pointing out a worst-case scenario that the odds of it happening are low (if that is the case) because as well as HR people being enablers or policemen, there are also quite a few prophets of doom. You will need to share their comfort level for risk. It is the kiss of death to get a reputation for being risk adverse and a block to the organisation doing what it needs to do.
