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Agile HR toolkit: Value and prioritization

Introduction

While it’s common for CEOs to talk about their people as their ‘greatest asset’, it’s generally a struggle for HR to clearly articulate how our people practices and operations contribute to the bottom line. Despite HR’s central purpose of helping an organization achieve competitive advantage through their people, we’ve often failed to demonstrate our impact beyond the processes that are delivered and end up being viewed as a cost centre rather than a generator of business growth.

Agile helps HR think and act more strategically, which has been a common goal for many HR leaders for some time. Bogged down by an endless to-do list and myriad processes, most HR teams crave the accolade of being seen as a value-adding function. In this chapter we’ll look at how HR can build a strategic portfolio of work by using different definitions of customer and business value to guide their prioritization. We’ll also share practical tools that assist HR teams in planning and scheduling what they will deliver to the organization week on week and explain where and why they should focus their time and effort. The goal is to help HR move beyond the never-ending strategic wish-list that plagues our profession and start to demonstrate our impact through a language that successfully combines the elements of both people and business.

Defining value

As previously discussed, Agile is a mindset and method of working that is built around the concept of delivering value to the customer. Within HR this notion of value can be defined on multiple levels:

• Strategic value. Value is not just about helping the business achieve its strategic goals and delivering products to the end-customer. It is also how HR creates new value for the organization, in the form of a competitive advantage gained through high-performing teams, great leaders and the development of new capabilities, plus the impact of creative and innovative talent. Too often in the past HR leaders have needed to rely on HR processes to demonstrate business impact, such as how many training programmes people have attended or how many performance conversations are documented, rather than using data to display how HR’s products and solutions directly contribute to the overall brand and bottom line. To do this, HR needs to be in sync with the business strategy and make proactive decisions on what they should focus on to better accelerate the business mission.

HR TOP TIP

Consider what strategic drivers are important and relevant to the business context:

• Business growth.

• Scaling up or down?

• Intended or planned mergers and acquisitions.

• First in market or a follower.

• More sales versus the need to save costs.

• Pay high for top talent versus build and develop a talent pool-based culture.

For example, the drivers for a high-growth start-up business might be:

• High-growth start-up mode.

• Aim is to win a big backer in the third and upcoming investment round.

• Need to double existing employee numbers to fuel growth.

• Overall goal is to scale and increase market share following recent product launch.

In this context, the strategic priorities for HR are to focus on recruitment and source and retain talent. They should look at ways to reward people for their contribution and connect them to the equity potential of the company. Another key focus is creating great working facilities, keeping people healthy while they work hard and start to harness a sense of belonging through community-building initiatives. The team decides it’s not the right time to do a big employee engagement survey and instead focuses on small, short pulse surveys to gain feedback on immediate actions and results.

• Enabler value. This is how we help the business succeed day to day. This concept of value includes all the hygiene factors necessary to get the job done, such as a reliable payroll system or ergonomic chairs for people to sit on. Importantly, it’s also about eliminating the waste that might exist in our processes, which can burden other parts of the business and stop them getting their own work done; for example, a heavily documented performance management process that requires managers and employees to rate numerous competencies and behaviours. While this process may have the intended goal of better shaping an annual performance conversation, the hours required to complete this task are a cost and waste to the wider business if the same result can be achieved through real-time performance conversations on the job. Indeed, a good indication is that if the HR team finds the task a pain to complete themselves, the wider business most certainly will!

HR TOP TIP

A great activity is to calculate the time it takes managers and employees to complete all the HR processes, such as performance management conversations and associated documentation, and then turn it into a cost or investment. If the investment is deemed necessary and it enables people to get the job done, then great. If it’s not needed, however, we are essentially stealing time from people creating business value and it should be considered a waste created by HR.

• Purpose-driven value. To attract the talent necessary to gain a competitive advantage as well as build a loyal customer base for their products, organizations now need to become ‘social enterprises’ (Volini et al, 2019). These types of organization can combine the drive for profits and reviewing growth with a social mission that respects the environment and supports the health and equality of society. 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.

HR TOP TIP

The need to build social enterprises was the number one trend highlighted by Deloitte in their 2019 Global Human Capital Trends report (Volini et al, 2019). It’s becoming increasingly important for organizations to consider the impact of these factors both for their overall strategy and culture and for each of the people initiatives HR commit to. For example, we may find that by listing how an onboarding programme can connect with the organization’s social purpose and vision, we are able to develop the main employee branding proposition to offer to new starters and even future recruits.

• Employee value. 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, which was formed by Ryan and Deci (2000) and made popular by Dan Pink, who used the theme of mastery, autonomy and purpose (Pink, 2011).

HR TOP TIP

In all situations we can consider the human impact. For example, an Agile HR professional saw a need to help leaders think in a human-centric way when a restructure was announced for their part of the business. To achieve this, the Agile HR professional invited the leaders to a meeting and asked them to create personas based on the main user groups that would be impacted by the upcoming restructure. They then mapped out the intended restructuring experience and assessed what the personas would do, think and feel at each stage along the journey. The result was eye-opening for the leaders and they subsequently compiled a backlog of actions to ensure that the people transitioning out of the teams were properly supported and also to have great conversations with the people who were staying.

• End-customer value. 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. For example, when HR looks at redesigning the onboarding programme and process, we generally focus on the new starter’s experience and the interactions they have with fellow team members and managers, as well as the time it takes for them to start doing the job. However, what about their capacity to deliver to the end-customer? Often, we don’t even let new starters engage directly with end-customers because they are not deemed ready yet, but is this always right and are there alternatives in how we set them up to work immediately with the end-customer? How do we ensure new starters know who our end-customers are, the needs and pain points they have, and the types of customer persona that marketing and product design use in the business? If we can then link the onboarding to results with the end-customer, such as an increase in sales, online engagement or faster time to delivery, we can begin to track the direct impact of the onboarding programme and process on the end-customer. With all our initiatives, it’s crucial to map out how our HR processes and people practices help our internal customers get a better result with the end-customer and therefore lift business performance.

The HR value canvas is a one-page template that helps HR teams guide discussions and define value (Figure 8.1).

Figure 8.1 HR value canvas

Figure 8.1 details

The HR initiatives are:

• Purpose and social value: that is, societal, environmental or community impact.

• Business value: that is, strategic impact, advantage, enabler, productivity

• End customer value: that is, service, growth, profitability

• Employee value: that is, work, careers, wellbeing, growth.

Finally, it’s good to note that all these value drivers need to be weighed up against what is happening for the business and the wider market. It’s also important for HR to challenge senior leaders and some of their default thinking when it comes to value. For example, often leaders want to focus on short-term drivers linked to strategic value, generally at the cost of factors like employee value. Additionally, there might be a need to create a longer-term vision and roadmap for initiatives that sit in areas such as purpose-driven value. In these situations, it will be necessary to assess how to move elements of these longer-term plans forward at the same time as meeting short-term goals when managing the strategic portfolio of work.

Building a strategic portfolio of work

It’s often hard to know where to start when building the people strategy. Waiting for the wider business strategy to be ready first is generally too late and tends to lead to a reactive HR plan. Additionally, it’s vital for employee needs to be considered from the start when formulating the organizational mission and goals. HR also can’t just ask the business what they want without first offering some guidance, because otherwise the people strategy can end up too simplistic and lack some of the nuances that HR’s experience in organizational development provides. Of course, HR also shouldn’t just tell the business what the strategy is and push the plan out on to them without any consultation, in true waterfall fashion!

The limitation with all of these approaches is that they tend to view the people strategy as an end-game and a plan that should be produced on an annual basis. Instead, we encourage HR to role-model an Agile approach and view the formation of strategy as an ongoing dialogue with the wider business where we co-create the mission and goals on a continuous basis. The aim is to form an Agile HR strategic portfolio of work by following an evidence-based method that incorporates regular discussions and check-ins on business priorities, alongside an assessment of the external market, ongoing talent trends and end-customer information. We should also add to these data the regular collection of employee feedback and our own professional view on the development needs within the organization.

We recommend the following key steps on a quarterly basis to agree the high-level priorities with the wider business for the Agile HR portfolio of work. This ensures stakeholder buy-in and commitment for the main people initiatives, and the HR team can then use a weekly or monthly cadence to manage ongoing team-level backlogs and deliveries.

Assess business priorities

HR needs to constantly update their holistic view on where the business is and what the priorities are for the next strategic period. Depending on the setup of the Agile HR team (see Chapter 10 for examples), the HR leader or business partners may take a lead in these discussions with the aim of bringing the information back to the team. Another option, depending upon the team model, is for the new role of HR product owner to have these types of conversation across the business. However, it’s worth noting that in an effective Agile HR model, everyone seeks this information in their day-to-day work, continuously bringing it back for discussion and review.

The goal is to form a snapshot of the internal business environment. This includes check-ins with senior leaders, local managers, customer representatives, POs and other support teams like the project management office, tech and compliance. The following questions are a good guide to follow:

• What is our net promoter score and which customer segments are we going to focus on?

• What are our growth targets?

• What is the health of our product lines?

• What are the major product-related launches, changes or life-cycle decisions impacting the new strategic period in the business?

• What does the balance sheet look like and where do we need to save costs or make new investments?

• What are the big internal projects, such as technology updates or compliance process changes, that will impact the business over the coming strategic period?

• What organizational changes are planned, and why?

In all conversations, constantly assess priorities and ask questions such as: what is the most important initiative, and why? If forced to choose, what should be done first? It’s vital that HR are armed with information that guides backlog prioritization and can articulate why certain decisions are made, as well as what HR are going after and what will have to wait for another time (Figure 8.2).

Figure 8.2 Domains impacting business priorities

Figure 8.2 details

The six business priorities are: customer focus and growth targets; PMO project portfolio; financial targets plus cost savings; organisational changes, acquisitions, mergers, divestments; product line changes, opportunities and risks; and corporate initiatives.

Assess the people and culture landscape

It’s crucial to construct an in-depth picture of the internal and external talent market, as well as to review all the available internal people data to assess the health of the organization and form a view on the current people and culture position (Figure 8.3).

Figure 8.3 People and culture focus areas

Once HR has information concerning the business priorities, alongside a snapshot of the health of the organization and its people, we can conduct a SWOT analysis (invented in the 1960s by Albert Humphrey at Stanford Research Institute) on the strengths, weaknesses, opportunities and threats within the people strategy (Figure 8.4). For example, this might assess areas like talent acquisition, skills capability, employee net promoter scores and reward data, as well as diversity and inclusion and the employee brand proposition. Again, prioritization is vital here, and HR need to identify the biggest pain points alongside core strengths, to decide on the most important focus areas. Remember, we can never do it all and something will need to give.

Figure 8.4 SWOT analysis example

Inspired by Albert Humphrey – Stanford Research Institute

Figure 8.4 details

The business priorities list strengths and opportunities. The people and culture assessment lists weakness and threats. Business priorities and people and culture assessment are connected by a double-sided arrow.

Offer insights

Data are only as good as the insights HR offers to the business. People analytics and HR metrics are huge growth areas in our profession, and we encourage HR professionals to invest in strengthening their capabilities in this area. It’s also useful to partner with other parts of the business that already have these skills, such as data scientists or finance. Using data to inform our position is very different from traditional HR reporting, where leadership teams reviewed backward-looking metrics such as headcount, absence levels and recruitment statistics. Instead, people analytics is about identifying the business challenges and potential pain points, alongside actionable ideas and suggestions on how these link with the business strategy. Look for how people metrics link to business activities and see what narrative this begins to form.

For example, HR may discover that 45 roles will be impacted over the coming quarter by technological change, and a shift in capabilities is required. Rather than jumping into solution mode, dig deeper first. What is the overall skills assessment of the people in these roles? What are the time, cost and effort to take different actions such as retrain, move roles or offer redundancies? Generally, the scenario that comes to light cannot be addressed with a generic solution. For example, HR may find that 15 people can easily move into new roles owing to their existing skills, while 10 have like-for-like skills and could work with the new technology, and another 10 may have the potential to retrain. Then, out of the remaining staff, five might already be a potential flight risk and another five might need to consider redundancy options.

Such findings should then be overlaid with business priorities. Does HR focus on this project in the next strategic quarter and if so, what elements are the most important to start first, and why? What is the risk if HR doesn’t act this quarter? If HR doesn’t have the capacity, can we still work on a few aspects of the project now to reduce this risk?

It’s also important to look at how Agile can help HR manage risk and which slices of value can be delivered first. For this, we need to quickly validate whether certain things are indeed possible before fully committing large amounts of time and money, as well as break larger initiatives down into smaller, more manageable chunks to lower overall project risk.

Co-create with stakeholders

As mentioned previously, strategy is a two-way process. We recommend forming a solid picture of the organization through the above steps and then inviting stakeholders and employee representatives to help prioritize the strategic initiatives. Often, it’s useful to do this first within the HR team, using some of the prioritization methods outlined below. It’s then easier to identify the gaps and different viewpoints when discussing the priorities with the business representatives (Figure 8.5).

Figure 8.5 HR portfolio example

Figure 8.5 details

A 5 by 5 grid depicts the HR portfolio. The columns represent Q1, Q2, Q3 and Q4. The four rows represent stream. The cells of the grid contain notes, cross marks and other markings. A text reads ‘programs projects initiatives go do’s requirement requests recommendations’.

It’s also important to revisit our definition of value at this stage and understand which initiatives lead to a competitive advantage or end-customer benefit, as opposed to the initiatives that HR might need to just get done, such as an audit. These types of discussions help HR weigh up the non-negotiables versus the strategic goals versus the nice to haves. As we will see below, it may be necessary to rank the value of each and to develop a point system to assess what’s in and what’s out for that quarter. Remember to keep in mind the capacity of the organization to receive releases of new products and solutions each quarter from HR. Is there space and time for the employees or managers to take on a behavioural change or new tech tool? How does this link into other support functions and can our efforts and releases be synced?

WHAT THEY SAY

I was really impressed yesterday with Megan’s overview of the business. Without any involvement from my team or myself she was able to articulate our strategy and the focus for the next year. It is very refreshing to have an HR partner who is so supportive and understands our business.

Anonymous quote received from a business leader after their HR business partner applied the above business prioritization methods

Finally, all of this needs to be assessed against the true capability and capacity of the HR team. It’s good to note that we’re never able to operate at a capacity of 100 per cent and we suggest using a figure more like 70 per cent to account for holidays, sickness and business emergencies, as well as all the unplanned and unexpected work that impacts our sustainable (and healthy!) workflow. The power of no is very important in this discussion, and focusing on doing one thing well will deliver more value to the business than focusing on multiple things at the same time.

Apply prioritization tools

There are many useful prioritization tools available to Agile HR teams. Let’s review some of our favourites.

RISK VERSUS VALUE GRID

This grid, shown in Figure 8.6, helps HR teams identify and manage project risk. Generally, the definition of risk used for the grid includes the probability of the initiative failing, for example the risk is higher for more complex projects, as well as the consequences of the initiative not succeeding, for example if not getting it done increased the compliance risk for a business. When using this grid, HR teams often jump on the initiatives identified as low risk and high value, as they’re easier to get done. This is often at the cost of leaving the high-risk and high-value initiatives to later, or attempting to do them all through one big implementation. As a remedy, we encourage HR professionals to review what sits in the high-risk and high-value box first, and aim to break these down into smaller, more manageable chunks of work.

Figure 8.6 Risk versus value grid

Figure 8.6 details

The horizontal axis represents risk and it ranges from low risk to high risk. The vertical axis represents value and it ranges from low value to high value. The details of the graph are:

• High risk and high value: caps R caps V; important initiatives. Break down? Increments? How can we decrease risk?

• High risk and low value: caps R v: Priorities decreasing risk or increasing value

• Low risk and high value: r caps V: easy and valuable

• Low risk and low value: r v: only deliver the compliance related or ‘must haves’.

MOSCOW METHOD

MoSCoW (Figure 8.7) is great for prioritizing the features that need to be designed and delivered for a product or service (Richards, 2007). We have also seen it used effectively by HR teams to work with their stakeholders to prioritize and decide on things like which roles to hire given a certain budget or time period.

Figure 8.7 MoSCoW method

Inspired by Dai Clegg – Dynamic Systems Development Method (DSDM), 1994

Figure 8.7 details

The details of the MoSCoW method are as follows.

• Requirement: Is this really necessary?

• Must have: non-negotiables

• Should have: will make our product usable

• Could have: select some to make product lovable

• Won’t have: not needed, effort to build is too high versus value.

MoSCoW first identifies 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. From there, it identifies the could-have features that will help delight the users, though generally it will be impossible to deliver them all. Finally, MoSCoW identifies 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.

WHAT THEY SAY

The idea of product management isn’t really in the HR books. It is about owning a product or thinking about an HR process as a product that people have to buy. It requires listening to your customers to help you develop something people actually like. A lot of this is now going to be transferred over to HR, the language is a bit clunky, but the practices are really starting to work.

Josh Bersin, Global Industry Analyst (Hellström, 2020)

EFFORT VERSUS IMPACT GRID

Most HR teams find this grid (Figure 8.8) easy to use and an effective method to determine what should be delivered given limited capacity and resources. Before using the grid, it’s important to clearly define what impact and effort mean for the organizational context in which we work.

Figure 8.8 Effort versus impact grid

Figure 8.8 details

The horizontal axis ranges from low effort to high effort. The vertical axis ranges from low impact to high impact. The details of the graph are as follows.

• High effort and high impact: real big stuff

• High effort and low impact: waste of time

• Low effort and low impact: quick and small fixes

• Low effort and high impact: immediate gains.

VALUE MATRIX

The value matrix (Figure 8.9) is useful when HR teams need a system to compare the value of different initiatives and prioritize where to spend time and effort based on the overall value each delivers across the whole organization. The estimation is relative between the different initiatives, and thus not scientific, but it helps make the decisions more explicit and systematic. Remember that the value drivers should be updated according to the organizational context and that it always reflect a moment in time.

Figure 8.9 Value matrix

Figure 8.9 details

The details of the value matrix are as follows.

A 5 by 5 matrix is shown. The columns represent growth, employer brand, securing financing, attract talent and total. The rows represent automate requirement, employee survey, recruit product owners, restructure teams and harmonize contracts. The values are given in each cell and the last column contains the total. The values in the cells are labeled relative points and the total is labeled relative value.

FORCED RANKING

Forced ranking (Figure 8.10) is a useful sorting mechanism, which can be done using consensus or by inviting each person to rank the initiatives themselves first and then compare.

Figure 8.10 Forced ranking

Figure 8.10 details

The details of the illustration are as follows.

The first idea is represented by a square. The second idea is represented by a cross. The third idea is represented by a circle. The fourth idea is represented by a triangle. The fifth idea is represented by a shaded square. A, B, C and D ranking the ideas from 1 to 4. The total values from A to D are 8, 13, 11 and 18, respectively. The total of A, 8 is the highest ranking.

BUBBLE SORTING

Bubble sorting (Figure 8.11) is the least objective method and invites HR teams to compare each new item to items already in the list. The prioritization is achieved through a mixture of discussion, what evidence is at hand and gut feeling.

Figure 8.11 Bubble sorting

Other useful prioritization tools include:

• Dot voting – where everyone gets the same number of dots and votes on the items they consider the most important.

• Weighted dot voting – where people who are domain experts get more dots than others and then vote.

• Asking HiPPOs – where we ask the highest paid person’s opinion, which we generally advise to avoid but sometimes it’s useful to weigh their views against HR’s perspective.

Sense-check the human element

We think it’s vital always to keep this step in the process as a type of safety net to ensure that everything HR does has a human focus. Good questions to ask include:

• Does our strategy support our people before the process?

• Do we need to explore the human experience of specific initiatives further before committing to the project (see Chapter 9 for ideas on how)?

• Have we considered the moral and ethical implications of organizational change decisions and the impact on people’s everyday life?

We like to think that by following an evidence-based method and truly co-creating the strategy using stakeholder and employee input, the human element will always be represented. However, it’s always useful to play devil’s advocate at this stage and challenge your thinking.

Self-organize around agreed priorities

The outcome of all these steps is a clear roadmap on what HR will deliver and what we won’t, and helps guide prioritization discussions over the coming quarter with the wider business and, more importantly, within our own team. For example, if HR needs to take immediate action to fix an unforeseen problem, like a social media reputation scare, the choices that need to be made on what HR will stop working on or postpone can be clearly articulated if the new piece of work is taken on (Figure 8.12).

Figure 8.12 Reprioritizing the HR portfolio of work

Figure 8.12 details

The HR portfolio is shown and it is burning. The views of five different are:

• Hey, this is burning and we need to do it now.

• Item B

• Ok, let’s look at our portfolio and discuss priorities.

• Item A; this is important can HR do this in Q2.

Working with a backlog

At a strategic level, people initiatives and business-as-usual services are prioritized based on business value and visualized through a portfolio of work. This high-level vision then feeds directly into team-level and project-based backlogs, where decisions on how to get things done on a day-to-day basis are made by the teams. Transparency of information is central to these ways of working, and, as we saw in Chapter 5, work is pulled from the backlog by the team based on customer value, skills and capacity.

Many Agile HR teams who now use a prioritized backlog to manage their work talk about the credibility they’ve gained with the wider business as a result. By using a transparent and openly shared backlog, both senior stakeholders and employees can quickly gauge where an HR team is at and what their focus is. When combined with other Agile ceremonies like internal customer demos and planning sessions, everyone from the business should be able to track the choices being made on where and how HR spend their time.

Every HR initiative should also clearly state when it is done and what the expected outcome will be, ideally specified with associated metrics and KPIs where possible. HR teams should also integrate their main KPIs with business goals and ensure that these are based on outcomes rather than just activities. For example, rather than stating that HR will deliver five sales development training programmes next year, we instead set a goal to grow the strategic customer base by 10 per cent.

Definition of Done (DoD) is also a great conversation to have with the business when prioritizing. It’s often surprising how much less they need in our products and services when we test essential requirements with people from the business. HR too often wants to design something that is perfect, when the business wants something that works. Agile HR also needs to embrace the Agile feedback loop to continuously validate the value being delivered and reassess ongoing backlogs. Once slices of value are ready, they should be reviewed with stakeholders and users, to ensure work is indeed done and to check whether any improvements and updates need to be added.

By working with backlogs, HR becomes much more concrete and action oriented, and we turn our often quite fluffy topics, like develop a growth mindset or develop leaders of the future, into actual tasks which are then assessed by the associated acceptance criteria and our DoD.

Conclusion

By clearly defining the value that each people initiative and BAU service delivers to the organization and then using this to prioritize where HR spends their time and effort, we have an opportunity to revamp our profession into a value-adding function rather than a transactional service. We encourage you to try out the tools and techniques discussed in this chapter and begin to build effective methods that help turn our never-ending HR wish-list into targeted pieces of work that deliver a shared value across the business, to our people and to the end-customer.

KEY POINTS FOR HR PROFESSIONALS

• At a strategic level, people initiatives and BAU services are prioritized based on value and visualized through an HR portfolio of work.

• The HR portfolio of work then feeds directly into team-level and project-based backlogs, where decisions on how to get things done on a day-to-day basis are made by the teams.

• The value of the people initiatives and BAU services included in the HR portfolio of work should be assessed against the different value drivers of: strategic value, enabler value, purpose-driven value, employee value and end-customer value.

• The following seven steps will help HR teams prioritize their HR portfolio of work and guide team-level backlogs:

  • Assess business properties.

  • Assess the people and culture landscape.

  • Offer insights.

  • Co-create with stakeholders.

  • Apply prioritization tools.

  • Sense-check the human element.

  • Self-organize around agreed priorities.

References

• Hellström, R (2020) Interview With Josh Bersin, Global Industry Analyst, 20 January https://joshbersin.com/ (archived at https://perma.cc/92XC-JBHZ)

• Pink, D (2011) Drive: The surprising truth about what motivates us, Riverhead Books, New York

• Richards, K (2007) Agile project management: Running PRINCE2 projects with DSDM Atern, Office of Government Commerce. The Stationery Office, 31 July

• Ryan, R M and Deci E L (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being, American Psychologist, 55 (1), p 68

• Volini, E et al (2019) 2019 Global Human Capital Trends, Introduction: Leading the Social Enterprise – Reinvent With a Human Focus, Deloitte, 11 April www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/leading-social-enterprise.html (archived at https://perma.cc/W5DR-VGFP)