We have adopted new ways of working and relating to each other due to the pandemic and have been marked by a legacy of transformation that will endure long term. These are changes that we spoke about, wrote about, and reflected on for decades; however, the spread of the virus accelerated its implementation. Since we have exhausted the 19th and 20th century-old labor paradigms and seeing that we are entering a post-industrial stage, we find ourselves in new times. We move towards a knowledge and information society (with flexible schedules, less in-person attendance, and without digital disconnection).
It is time to implement new organizational schemes. Employees expect companies to offer them models committed to work-life balance, greater efficiency, and new avenues for growth and development. For their part, organizations are concerned about how fatigue, uncertainty, and a generalized state of apathy will impact employee engagement.
It is necessary to adapt the employee experience to the new context and identify new levers of engagement that align with the corporate culture.
What are the keys to promoting coherent change? To achieve this, it is necessary to consolidate institutions and leaderships that act as leverage for this transformation, and it is essential to have:
- Strong institutions (companies) committed to the new status quo, which serve as a reference and driving force for others.
Flexible and socially committed companies with adaptable management systems allow for personal reconciliation and encourage work commitment, increasing their opportunities to retain talent. Courageous companies that dare to implement new management systems and combat fear surrounding change and uncertainty by investing in the culture and well-being of their people will end up having greater productivity and overall well-being. A motivated team is more resistant to uncertainty and more willing to accept innovation.
- A new company narrative. Companies do not need to change their purpose that defines why it exists, but how it is told is what makes it relevant to its audiences. Companies must build an emotional message that engages employees and connects with people, adopting a vision for the future.
- Management that leads by trust and by example can maintain a medium-term vision and insight and understanding of employee’s current reality. They must provide a vision for the future, empower the team, and work in another ecosystem and organizational system when the context requires it.
Leaders must learn new skills, detect talent, be open to change, abilities, and challenges, accompanied by fluid communication and deployment of psychosocial skills (empathy, listening, and recognition).
- Incorporate the internal communication purpose in transformation plans as a fundamental aspect to encourage cultural change.
Internal communication has made an enormous effort to draw people closer and mitigate the effects of uncertainty. Maintaining attitudes of understanding, closeness, companionship, and trust will be vital in linking the corporate purpose and alignment to strategic priorities.
- It is essential to listen to employees and create conversational spaces and co-creation to improve and renew working norms necessary during this new context. It is crucial to capitalize on what has been learned during this “pilot project” stage.
- A new employee experience that reinforces the corporate culture is a lever for motivation, forms loyalty, promotes talent development, and attracts prospective talent to the company.
The pandemic and accompanying changes, are a turning point and an opportunity to implement the full scope of the workplace transformation to all areas. The companies that know how to adapt in a more agile and flexible way will be the most reliable and attractive to today’s talent and more sought after for future employees.
Contact: agomez@atrevia.com
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