Always be prepared to have an open dialogue with employees so that they don't feel caught off-guard by sudden developments in the company. (Image: Chris Nicholls)
Initially, the freedom of remote work kept many workers out of the office, but work/life balance eventually became muddled, causing these same employees to look elsewhere for employment with greater benefits. Turnover among millennials alone has cost U.S. businesses $30.5 billion per year. People want more than competitive pay, and companies will need to get creative and innovative to attract and retain employees.
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One approach is a more fluid and adaptive workforce, neither virtual nor onsite, but hybrid and capable of adjusting quickly and effectively to changing technologies, skill requirements and ways of working. However, such a workforce will only be as competent and productive as its leadership. It follows, therefore, that an adaptive workforce must also possess change-tolerant leaders.
Sandra Loughlin, Ph.D, is managing principal and head of client learning & talent enablement at EPAM Systems, Inc. Dr. Loughlin is a learning scientist and organization change expert, responsible for integrating EPAM's many internal and external educational activities under one umbrella and ensuring that they reflect the latest advances from the learning sciences. Importance of leaders taking an active role in change
As a leader spearheading an adaptive workforce, it's imperative to lead by example; how they respond to change (positively or negatively) will impact everyone else. But before taking a team of employees into the unknown, leaders should look inward and examine their ability to react to change. Reflecting on how one will personally tackle new models or technologies will enable them to set reasonable expectations for others.
Even analyzing how they dealt with transitions in their own life is a good indicator of future reactions. Leaders shouldn't forget that change is ongoing and not a one-time occurrence. It may be beneficial to also appoint a trusted advisor from the workforce to discuss strategy and walk through various scenarios.
How leaders can cultivate change
After a leader has honestly assessed themselves, they can then cultivate an improved proclivity for change amongst their employees. One way that leaders can instill these attitudes is by sticking to their decisions. If a workforce perceives that their management has zero confidence in a new plan or technology, they won't have any either. Nevertheless, it is also necessary to know when to correct course if something isn't working.
Always be prepared to have an open dialogue with employees so that they don't feel caught off-guard by sudden developments in the company. Communication is vital to success as it also reduces feelings of uncertainty and fosters more resilient teams. Moreover, leaders shouldn't reiterate information the employees already know – instead, seek to share things they may not know and clarify what is and isn't changing. Leaders can also help get even the most rigid workers onboard by offering them a seat at the planning table; brainstorming sessions, idea boxes and other means are all effective ways of giving people a sense of ownership.
The psychology of change
Although businesses and leaders must make every effort to acclimate their workforce to change, the reality is that some employees are more psychologically compatible than others. Recognizing which people need more coaching and training is key to achieving an adaptive workforce. Notably, there are three psychological aspects of comfort with change – the first is tolerance for ambiguity, which deals with an individual's comfortability with uncertainty, vagueness and even risk. The next aspect is adaptability, a measure of someone's ability to change while maintaining proficiency and a positive outlook. Finally, resiliency is a person's capacity to recover from setbacks, overcome difficult situations and move forward despite adversity.
Change and employee health
The transition to an adaptive workforce will be a necessity for organizations looking to remain competitive in the future. At the same time, loneliness, burnout and mental health issues are at record highs. Employees are so busy that almost two in three remote workers would choose to commute again instead of looking through all of their emails and notifications. Team members are a business's greatest asset, and transformation–although important–must be implemented with the employee's well-being top of mind.
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