Why knowing how to adapt to instability can help being competent
Companies across all sectors agree that interpersonal skills define competence today.
We got there how? What soft skills guarantee 2022 skills? Approaching the topic.
Changes in organisations and society shape competency. We didn't worry about losing our job in two years before IT and programming. Thus, the skill was stable and tangible.
Then, new technologies entered our life. Since then, new technologies and work procedures have evolved. Thus, the new OECD research states that technical skills last 2 years on average. From then on, competence is judged in an unstable setting and requires as much interpersonal skills as know-how, if not more.
People's behaviour has changed. To keep talented people employed, companies must address their needs for meaning, work/life balance, well-being, and skill development.
New consumer demands include more awareness for the social and ecological impact of activities and industries.
As you may have noticed, volatility affects professions, processes, management, work tools, and operational ways. An ever-changing workplace that involves flexibility, learning, and initiative.
72% of executives said adaptability is the most important talent for future disruptions. A predictable number. Isn't adaptability inherent in organisations?
Consider recruitment. Never before have so many tools, platforms, and software been offered. Sourcing and soft skills assessment are automated thanks to technology.
Additionally, candidates now expect to interview with the employer, rebalancing the “recruiter-candidate” relationship. This requires recruitment professionals to adopt new values, expectations, and communication and work tools. Job security and company sustainability are at stake.
Therefore, employees must be responsive and flexible in interpersonal relationships, communication tools, job processes, management, and the work environment to be efficient.
However, change resistance can be stubborn. Is it willlessness? The truth is more subtle. Some employees struggle to adjust to change because they lack confidence, emotional intelligence, or learning skills.
Yes, adaptability can be acquired! The organisation must create a framework for teams to adjust.
The World Economic Forum "Future of Jobs" report ranks learning to learn as the second most desirable skill. A figure that seems to match workers' desire to improve their skills to stay employed.
Companies want to take this challenge to attract and engage talent and achieve business goals.
Training and talent development must be central to HR and teams' everyday routines. Thus, personnel must be routinely exposed to learning situations to increase their learning skills. This indicates numerous things.
First, firms should survey teams on their talents and desires in connection to their short, medium, and long-term needs. Motivation to learn puts employees in the correct mindset to learn.
Then, provide face-to-face and online services to promote skill acquisition.
Finally, by simultaneously promoting continual learning through feedback, co-development workshops, and “test & learn” approaches. Benefits have been widely demonstrated. Continuing training policy beneficiaries recommend their company 88% of the time.
According to Charles Jennings, a global authority in organisational learning methodologies, informal learning is crucial. More effective learning occurs when context and learning style match how employees utilise it.
Learning organisations like Danone say the loyalty and economic performance are worth it.
In conclusion, firms must encourage mistakes and initiative to acquire this crucial soft skill.