If there has ever been proof that we live in a turbulent and unpredictable world then Covid-19 is it. It has affected all aspects of our lives, both in a personal and business sense. It has shown how important adaptability is. The power to quickly react to unforeseen change is of the utmost importance. But unforeseen change is a volatile thing; by definition, it is unpredictable – so while it is easy to say that companies should plan for the unplannable, in reality it is easier said than done.
We firstly need to tackle the question of what “quickly reacting” actually means? Your company is made up of numerous people – when shocks occur is it a collective responsibility to react or is there a hierarchy? What might influence staff’s ability to do so at speed and at scale?
In this blog, the Energy Technology and Control experts endeavour to answer some of these questions, focusing on organisational structure and how to harness it to bring out the best in people.
Talent agility refers to how capable employees are of anticipating and responding to changes without prompting. Do they possess the ability to innovate and react to unforeseen circumstances without company say so?
This could mean external changes imposed by the market. An example could be the new import and export rules imposed following Brexit. An internal change could require an employee to apply existing skills to a new task.
A workforce that is agile is a workforce that is capable of meeting changes head on, with minimal resistance. What elevates a company is when these changes can be leveraged and seen as new opportunities to be exploited, rather than as obstacles to be overcome. Talent agility plays a key role in allowing your team to turn obstacles into opportunities.
How to create a culture which encourages agility
To meet new challenges head on is a skill in and of itself. To develop this skill in employees, companies need to foster an environment in which change and mobility are a regular part of employees’ routines.
When a workforce is used to thinking on its feet and tackling different assignments as required, a new level of flexibility and agility is attained. This agility creates an organisation that’s more resilient overall. It also generates employees that understand change and are able to respond more quickly and efficiently. Leaders should instil confidence in teams to ensure they feel comfortable and supported in making informed decisions.
At Energy Technology and Control we are proud to have a highly cohesive and unified workforce, we recognise individual skills and use mentoring to help develop and draw out skillsets. We think long-term, preparing staff for situations – be it shocks, or future promotions – in advance. This forethought is one of the lynchpins of our success.
If you would like to speak to a member of our team about how products produced by Energy Technology and Control can help your company respond to shocks get in touch.