AGILE MODELS IN HUMAN RESOURCES: STUDIES ON ORGANIZATIONAL AGILITY AND ITS CHALLENGES

Abstract

This article examines how agile models applied to people management strengthen organizational agility by shortening delivery cycles, increasing predictability, and aligning efforts to strategic priorities, employing a qualitative literature review from 2015 to 2024 with emphasis on the last five years, the findings indicate gains associated with squads and chapters in HR routines, frequent feedback, flow and value metrics, facilitative leadership, and responsible use of data and analytics, while barriers emerge such as cultural resistance, model overlap, inadequate metrics, bureaucracy, and fragmented systems, effective strategies include pilots with explicit hypotheses and success criteria, gradual scaling, minimum working standards, periodic synchronizations, lean data governance, modular learning paths, and recognition mechanisms aligned with collective impact, the study contributes a practical roadmap integrating culture, processes, and technology to scale practices with psychological safety, accountable autonomy, and compliance where required, limitations related to sector heterogeneity, publication bias, and uneven maturity are acknowledged, suggesting longitudinal and comparative research to measure sustained effects on performance, engagement, and adaptive capacity.