Watch The Following Video From 1614 To 2412 Trost A 2015 Nov

Watch The Following Video From 1614 To 2412trost A 2015 Novem

Watch the following video (from 16:14 to 24:12): Trost, A. (2015, November 4). The future is agile [Video file]. Retrieved from To view a transcript of the video above, click here . After watching the video, answer the following question: Do you agree with Dr. Trost’s statement that agile human resources (HR) only works if performance management is “killedâ€? Explain why you agree or disagree.

Paper For Above instruction

The concept of agile human resources (HR) has gained significant traction in recent years, emphasizing flexibility, rapid adaptation, and employee empowerment over traditional, hierarchical structures. Dr. Trost's provocative statement that "agile HR only works if performance management is killed" challenges conventional HR practices, prompting a critical examination of the relationship between agility and performance evaluation. This paper argues that, while traditional performance management systems may hinder agility, entirely abolishing performance management is neither feasible nor desirable. Instead, an evolved, continuous, and feedback-driven approach to performance evaluation aligns more effectively with agile HR principles.

Agile HR focuses on fostering a dynamic work environment that encourages collaboration, innovation, and responsiveness to change. Traditional performance management, often characterized by annual reviews, rigid metrics, and hierarchical judgment, can stifle the adaptability necessary for an agile organization. These systems tend to create anxiety, foster competition over collaboration, and rely on backward-looking evaluations that do not support the rapid shifts occurring in modern workplaces (Cappelli & Tavis, 2018). Consequently, many scholars and practitioners advocate for replacing or significantly evolving these traditional systems with more continuous, real-time feedback mechanisms that support agility.

However, completely "killing" performance management may overlook the fundamental need for accountability, clarity of expectations, and development planning within organizations. Performance management, when designed effectively, can serve as a tool for aligning individual roles with organizational goals, fostering professional growth, and recognizing achievements. The challenge lies in transitioning from episodic, bureaucratic evaluations to ongoing, dialogue-based performance conversations that emphasize learning and development (Pulakos et al., 2019). Such a shift enhances agility by enabling organizations to respond swiftly to employee needs and market demands without sacrificing structure and clarity.

Moreover, some level of performance measurement is essential to ensure organizational accountability and drive continuous improvement. Agile HR practices do not advocate for the complete abandonment of evaluation but call for a redesign that integrates regular feedback, peer reviews, and real-time adjustments. This aligns with the principles of Agile methodology in project management, where iteration and feedback are central (Rigby, Sutherland, & Takeuchi, 2016). The goal is to create a performance culture that is transparent, flexible, and growth-oriented, rather than punitive or stagnant.

In conclusion, Dr. Trost's assertion serves as a provocative reminder that traditional, rigid performance management systems often conflict with the core tenets of agile HR—namely, flexibility, employee empowerment, and responsiveness. While a wholesale abolition may not be advisable, organizations should move toward integrated, continuous performance processes that support agility without sacrificing accountability. By reconfiguring performance management to focus on ongoing development, feedback, and adaptability, organizations can harness the full potential of an agile HR framework.

References

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• Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2019). Performance Management Can Be Paired With Continuous Feedback. Harvard Business Review.
• Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40-50.
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