Author: Tristan Peralta | Managing Director, PsychApps Consultancy | IPTER Manila, Philippines
With the escalating problems brought about by the COVID 19 pandemic, top management of companies were forced to readjust their business priorities. Reevaluation of what is important to their respective stakeholders and how to deliver them were the utmost priority. To adapt to these changing conditions companies, employed different kinds of ways of working. One of which is the development of special teams. Super teams are the combination of people and technology leveraging on both of their capabilities to achieve fast and efficient solutions.
As 61% of executives will focus on work reimagination rather than work optimization and redesign. The team and authors in Deloitte suggested that companies need to create an environment that super teams can flourish.
- Set audacious goals. Focus on defining new aspirations and outcomes
- Re-architect the work and put reimagination at work
- Look at technologies broader potential and emphasize its impact on work
- Utilize technologies to help employees reach their potential and perform at their best
- Integration of different departments in creating a super teams.
Governing workforce strategies
The use of traditional metrics illustrates the limitation of the current workforce and the organizations’ ability to adjust and keep up to workplace disruptions. With the onset of the Covid- 19 pandemic, a number of organizational issues ranging from employee safety and well- being, new working arrangements, staffing levels and employee retention wasn’t addressed by the traditional metrics.
Thus, creating the need for organizations to have an access to insightful and future-oriented workforce data. As reported in the 2020 special report of Deloitte “Returning to work in the future of work: Embracing purpose, potential, perspective and possibility during COVID-19”. To be able to address and shed light to emerging workforce issues. companies need to ask different questions and set different ways to measure and solve these problems.
- Capitalizing on Work Potential – As the global pandemic exposes the need for organizations to be more fluid in addressing current and future issues. Companies need to develop questions that aims to address: Job Evolution, Future Work Readiness, Change Ability and Agility and Future Leader Readiness to be able to capitalize worker potential.
- Tapping into the Entire Talent Ecosystem – As employees became pivotal to the survivability of companies, organizations realized that expansion of job responsibilities and multi skilling of employees is quintessential in helping their respective organizations to keep up with the demands of their stakeholders and ensure corporate survivability. Questions about workforce footprint, internal talent market health, talent ecosystem health and retention drivers are inquiries that are needed to be asked in order to successfully tap into the entire talent ecosystem.
- Translating in Values into Action – Organizational values experienced a renewed interest. Values such as ethics, fairness and inclusivity became a focal point of discussion among companies across the globe. 69% of executive in the survey conducted by Deloitte said that the empowerment of employees to integrate the personal and professional lives were put in place most especially during the COVID – 19 crisis. Companies need to ask the right questions for values to be successfully translated into actions. Questions about workforce social contract, meaningful diversity, human capital brand and culture risk sensing must be asked in order for companies to successfully translate and implement values into action
Accelerating the shift to re-architecting the work
The challenges that the COVID 19 crisis brought introduced as to unique situations that reshaped and made us re-evaluate how we look at work. The importance of HR’s ability to help organization survive the crisis was pushed to the forefront. HR became the bridge between issues concerning workforce and business problems.
According to the Deloitte Survey, confidence of Executives and Business Leaders in HR’s ability to navigate future changes in the next three to five years have increased.
Re- architecting is how organization will be able to put into action and operationalize the reimagining of work. To successfully re-architecture, organizations will need to implement several changes on how Both HR and the company’s approach with work, teams and capabilities. The authors gave example of these changes namely:
- Changing and shifting focus of work from outputs to outcomes
- Embracing the re-architecture of work as an ever evolving and changing process rather than a one-time initiative.
- Championing teams and super teams for the new ways of working
- Identifying, cultivating and capitalizing worker potential of the workforce development
- Leveraging on the integration of human and technological capabilities
- Recognize and be proactive in the management of leadership and cultural implications that comes with the new ways of working.
One of the cornerstones that made us human beings successful at what we do is resilience. Resiliency in the face of adversity, the COVID 19 crisis has reshape and forced us to undergo a paradigm shift on how our respective companies will thrive into the future. In a world disrupted, work re-architecting is the key moving forward.