In 2021, companies must both reinvent their workforce model and the very conception of the notion of work to be resilient and be able to detect changes in order to react accordingly, repeatedly and at scale. desired.

As business strategies and goals continue to evolve, companies are going to need to take voluntary action and not just focus on efficiency if they are to succeed in validating their strategic ambitions and improving their performance vis-à-vis to ever more demanding customers.

Here are some tips that your business should adopt to achieve its goal and cope with the changes that lie ahead.

Prioritize resilience over efficiency

Before the crisis caused by the COVID-19 pandemic , the vast majority of companies were really efficiency-oriented. Basically, this means that they were trying to stimulate their growth by creating very clear, well established and sometimes even El Salvador Phone Number List rigid processes. All employees knew where they were supposed to be, and there was a standardization of functions and tasks at all levels.

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This type of organization was working fine for most businesses before the pandemic hit. But what experts in work design and business strategy have observed recently is that in this time of major upheaval, the race for efficiency has in fact become a factor of fragility, and has made some companies vulnerable to change.

Rigidity prevents us from reacting to change

Currently, companies seem to want to change their model and move towards more resilience, to the detriment of efficiency. In practice, this translates into the following facts: Companies strive to ensure that they have all of their resources, talents, and work design ready to be deployed quickly. Companies must be ultra-responsive to sense the continuous changes and create solutions to deal with them.

One thing that was really interesting to see is that as companies got through the pandemic the best they could, most of them were able to react very quickly to adapt. their production activities, but not continuously, and often through management without perspective, and lacking in quality in the medium term.

It is for this reason that companies must now be prepared for major changes, and set up an organization and a working environment based on the notion of sustainable resilience.

The key to becoming resilient: skills

The big challenge when it comes to acquiring essential skills is actually the volume of skills that are required today, but also the fact that these skills change very quickly. For example, it has been observed that, for a type of job that can be described as median, the number of skills required has increased by more than 10% per year over the past 3 years. You must therefore constantly question the skills and know-how of your employees and your teams.

As we speak, half of the skills your employees need to do their jobs are new skills. And these new skills partly replace old skills, so companies face the headache of finding the right skills in the right place at the right time.

Before the pandemic, when businesses needed to improve efficiency, they turned to an alternative workforce to increase efficiency. Today, many companies take a more dynamic point of view and ask themselves different questions: where, when and how can work be done to maximize productivity?

And they also wonder who should do what task, between the people working within the company and the subcontractors.

Prioritize skills to hiring profiles

A new and notable element on which we will dwell for a moment is the restructuring of the workforce by companies which is a consequence of what we have explained previously.

Thus, companies will now give priority to skills instead of recruiting profiles. And when looking for new talent, they now look primarily to what might be called the “skills market”, rather than looking to traditional talent pools.

To confirm this change, let us cite the recent example of a company that wanted to hire new software developers, a type of job quite common for many companies today, especially those that are focused on digital commerce. Previously, many companies in this situation would have looked outward first, searched traditional talent pools, and sought candidates with university degrees, engineering schools, or experience. verifiable in the field of computing, or another sector related to technology.

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