How ANZ Bank Implemented Scaled Agility in HR to Enhance Employee Experience and Operational Efficiency
ANZ Bank, a leading universal bank based in Australia and New Zealand, partnered with Agile HR Community to implement agile practices across its HR function. The goal was to improve end-to-end service delivery, enhance employee experience, and increase speed to market.
- A transformation of HR operations towards scaled agility.
- Addressing challenges in integrating agile practices across multiple professional HR teams.
- Focusing on optimizing internal processes and fostering a culture of continuous improvement.
“Transitioning to scaled agility in HR isn’t just about adopting new tools—it’s about fostering a mindset shift towards transparency, continuous learning, and end-to-end accountability. Our journey has shown that the real impact comes from aligning agile practices with our strategic goals and empowering teams to make decisions that drive meaningful change.” — Michelle Mebs, ANZ Bank
You can watch the full video from our meet-up here:
Jeffrey Entrop – Agile Coach, New Ways of Working, Talent & Culture.
Haley Cronin – Enterprise Agile Coach.
Michelle Nebbs – Agile Portfolio Lead HR.
Together with our esteemed guests, we’re going to dive into discussions around: What does it really look like in practice when transforming HR teams on scale to follow the Agile values, mindset, and practises? Some key ingredients that will help you succeed when embarking on the journey of scaling Agile in HR The importance of senior level prioritisation and portfolio management Visualising how ANZ has set up its operating model (cadence, mandates, forums, decisions)
The objective
The primary objective was to scale agile methodologies across ANZ Bank’s HR function, beyond individual teams, to improve operational efficiency and enhance the employee experience. The focus was on enabling teams to work transparently, make data-driven decisions, and manage a dynamic workload effectively.
Our approach
- Leadership Engagement: Ensuring alignment and commitment from the senior leadership team, facilitating a top-down and bottom-up approach to planning and prioritization.
- Customized Agile Practices: Implementing a flexible suite of agile tools and practices, including Scrum, Lean Six Sigma, and human-centered design, tailored to fit the unique needs of various HR teams.
- Transparent Communication: Establishing clear communication channels and transparency through regular planning, retrospectives, and open discussions on the portfolio management process.
- Iterative Learning and Support: Conducting regular mastery sessions and retrospectives to continuously refine the process, provide feedback, and support teams in adapting to new ways of working.
Outcome
Improved End-to-End Delivery
ANZ’s HR teams achieved better alignment with employee needs and delivered services more efficiently, enhancing the overall employee experience.
Enhanced Portfolio Management
Successfully implemented a structured portfolio management approach, allowing teams to prioritize work effectively and manage dependencies across the organization.
Cultural Shift Towards Agility
Fostered a culture of transparency, accountability, and continuous improvement, where teams were empowered to make decisions and innovate within defined guardrails.
Sustainable Pace and Well-Being
Focused on maintaining a sustainable workload and supporting individual well-being, ensuring that teams could manage their work dynamically without compromising their health or performance.
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