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Using a portfolio‐based process to develop agility among employees
Author(s) -
Doeze Jagervan Vliet Sandra B.,
Born Marise Ph.,
van der Molen Henk T.
Publication year - 2019
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21337
Subject(s) - portfolio , agile software development , process (computing) , human resources , business , process management , knowledge management , task (project management) , computer science , management , finance , software engineering , economics , operating system
The fast‐paced and changeable nature of contemporary society results in organizations that increasingly need to train their employees to become more energetic, flexible, and adaptable: the so called “agile” employees. This study used personal development portfolios including frequent feedback interviews (with mentors and peers) over 2.5 years to assist 32 employees working in an organization undergoing change to become more agile. A portfolio implies setting agility goals, recording and assessing progress in one's agility. Data were collected on employees' agility, and were related to their portfolio. Results showed that the portfolio use significantly increased employees' agility and significantly enhanced the agreement between self‐rated and other‐rated agility. Findings favor the use of development portfolios by organizations in improving agility among their employees. Therefore, this study gives tools for the practice of Human Resources Development (HRD).