The new world of work
Collectively, we’re feeling a shift.
Our world has fundamentally altered, people’s mindsets are evolving, and this is all being reflected in the workplace.
Organisations and leaders who are responsive, creative and willing to learn are rising to the challenge, and thriving as a consequence.
A taste of what we are seeing across all industries and occupations…
Leaders have different responsibilities.
Organisational leaders are facing confronting new and complex realities. The role of coach and teacher has become a necessary part of their day-today, and with that, has heightened the need to operate and connect with empathy.
Where to start?
Leadership skills can be learnt and scaled, but they first need to be prioritised, sometimes above operational needs. Leadership training and development needs to be universal and collectively viewed as valuable. High performing leaders start by sharing a common language, built on a common set of learnings, and this means everyone should be required to participate.
Up-skilling and digital dexterity is outweighing tenure and experience.
Workplaces are becoming learning and development hubs, willing to take on individuals with a range of backgrounds and experiences. Organisations are recognising that high-value work is cognitive in nature - innovative thinking, creativity, ingenuity, and the ability to learn and problem solve cannot always be determined by a resume.
Where to start?
Identifying and unlocking potential in others is a skill and under recognised resource in the workplace. Leaders with this ability have an opportunity to create immeasurable value for businesses. Ensure you have the capacity and capability internally to support “greener” employees, to ensure their experience is positive and they become a value-add as soon as possible.
Employee data collection is expanding.
We have the power to measure anything and everything - engagement, wellness, productivity, skill development, cognition, impact initiatives, the customer experience. Organisations are actively collecting data to inform their decisions, plan for the future and improve the employee experience.
Where to start?
Those who shy away from the realities of their workplaces or industries will miss incredible opportunities for improvement and growth - but they must be willing to look in the mirror. Remember to hear from the person behind the numbers - engage focus groups or conduct interviews (supported by survey data) to help you build both qualitative and quantitative outcomes.
Smart technology is creating competitive pressure.
Competition is growing within industries that are deploying new technology solutions, creating more seamless workflow, automation and scalability. Technological improvements are allowing organisations to work smarter, not harder, reducing their overheads and errors, and allowing their people to focus on higher value and more complex work.
Where to start?
Do your research, don’t just be a copy-cat. Map your needs before you start investigation what’s out there. You need something concrete to help weigh up the costs and benefits. And finally, plan the milestones or sprints for implementation. The journey is often long, so it is important to feel a sense of achievement along the way. Industry leaders must be willing to slow down before they speed up. Adopting new ways of working requires research, training, re-learning and the re-crafting of roles takes time, energy and resources.
People are working for purpose and passion, not just money.
Employees are looking for meaningful work that they feel deeply aligned to. In a job abundant market, it is essential for organisations to tie together their greater impact and the value of their work to the company identity. This usually boils down to a clearly defined Purpose and well positioned Employee Value Position (EVP) Strategy.
Where to start?
To understand the needs and wants of your people, create opportunities for them to share what motivates them and what they see value in. Not everyone wants to attend Friday drinks, volunteer in their spare time, have dogs in office, or take part in wellness and health programs. But you don’t know until you ask.
Remote working is revealing challenges.
As we expected, with the benefits of flexible working comes the burdens of burnout, disengagement and loneliness. How organisations best support individuals working remotely, or even returning to the workplace, is still considered a new and poorly understood challenge.
Where to start?
Creating norms and practices for connection, open conversations and supportive relationships is great place to start. All leaders should be closely monitoring this space, looking out for changes in engagement, drive, emotional regulation, and communication.
Seeing some gaps in your organisational planning and leadership?
Contact Modern People to explore.
