The past few years have brought a time of introspection as we collectively endured a period of profound turmoil.
The Great Reflection ushered in a new era of mindfulness. It’s time to ask what we really want for the future of work and where we should focus to achieve it. what is the office for? How does a culture thrive in a hybrid model? How do you prepare your workforce to meet the needs of a rapidly evolving world?
We know jobs are changing. It cannot be denied. But we are still figuring out what the future holds. This process requires deliberate, timely and deliberate action.
Leaders should set the tone in this moment and establish the most beneficial practices for their employees. But that may be closing as we move away from the heights of the pandemic, as organizations are again less inclined to experiment with policy. And workers continue to seek greener pastures in new roles.
rethinking work
The pandemic has upended our conception of the traditional world of work. But this chaos has taught me how to lead with creativity, resilience, and agility. All of these can give you a fresh idea of what work looks like, how you can improve your organization and better position it for the future.
C-suite leaders must incorporate these learnings and identify innovative tactics and goals to move the organization forward, while identifying work strategies that consider the organization’s existing priorities.
The last few years have seen a major overhaul of how many of us work, but in reality, leaders are likely just scratching the surface of the new working model. The disconnect between what employers are offering and what employees want shows that there is still great opportunity to reimagine work in ways that go beyond where people perform their jobs. end.
Prioritize talent transparency
As people rethink how they want their jobs to fit into their lives, employers should actively listen to feedback during this period of “rethinking” and create a strong work culture that prioritizes talent. You should focus on maintaining and building.
Leaders who prioritize communication and clarity can build a foundation of trust with their employees and be rewarded through recruitment, retention and employee engagement.
Change is welcome, but often difficult. When a leader rethinks the workplace policies and processes of his hybrid work, he cannot assume that employees understand the content of each decision. That makes it all the more important to explain the ‘why’ and ‘how’ of each change. Clearly communicating and repeating plans for a remote or hybrid work strategy can improve employer-employee relationships and attract and retain top talent.
lead with purpose
Today’s leaders must be grounded in a strong sense of purpose as they guide their organizations through turmoil and uncertainty while aligning growth strategies with greater social responsibility. Purpose has become increasingly important to employees, and it has become clear that people want to work for companies that align with their values.
As you reset your workplace, you need to incorporate checks and balances into your business planning process to show employees and stakeholders how strategic decisions lead to clear objectives. It’s a mindset that requires deliberate effort, but can pay off when well executed with accountability, action and transparency.
Now is the time to be intentional in redefining work. We must seize opportunities to support our employees and improve both organizational and community outcomes in the process. And while “great reflection” may sound like another challenge to overcome, it actually offers a rejuvenating approach to business and, ultimately, a significant opportunity for growth. To do.
Stacey Janiak Chief Growth Officer of [hotlink]Deloitte[/hotlink]She is currently a member of Deloitte’s U.S. Executive Committee and Global Board of Directors. Stephanie Long He is Deloitte’s Chief People Officer, member of the U.S. Executive Committee, and director of Deloitte Support Services. [hotlink]India[/hotlink] Members Only.
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