Future-Proofing Your Organization - Now is the Time to Strike

Companies have downsized dramatically in the last few months. As the economy turns around (as it will) and companies begin to rebuild, the smart-move is to methodically and purposefully build for the future by maximizing the productivity each employee is capable of. To do so, you’ll need a development plan in place before a hiring plan.

Step 1

Don’t think about the skills and positions you need to fill today – think about the ones you need to meet tomorrow. The World Economic Forum just published their 2020 Jobs Report (which looks ahead to the skills that will be needed in the next five years), and of the 15 skills listed, 11 are soft skills like creativity, negotiation, and self management.  (Note to job-seekers: these are the key words you’ll want to weave into your resume as well.)

While the skills they list may not align directly with your organization’s needs, you should spend some time identifying not just the skills, but the capabilities of your future workers. This is not an exercise that can be done in ten-minutes nor one that should be considered a “brainstorming activity.” The compilation should be something you let your subconscious work on as you observe present-work and consider where you want your business to be in the future.  One idea is to set up a whiteboard or post-it note area and as ideas occur to you, add them to “the wall.”  After a month or so, review the wall and see if you can bring the capabilities together into themes. For instance, “emphasis on the customer” and “collaborative teamwork” might both fall under a communication theme. With increased verbal communication skills your employees will be able to both form better relationships with the customer as well as work with their colleagues more effectively.

Step 2

Create a purposeful, long-term plan for developing the skills that your organization will need. Every organization is unique in terms of the soft skills they need to embrace.  For instance a hospital system may need to weave ethics and critical thinking into every development opportunity, while a manufacturing organization might need more emphasis on creativity and stakeholder management.

From the moment your newly-hired employees walk in the door, they should have a development plan, a career path, and an understanding of the five or 10 key skills needed by the organization (such as ethics or stakeholder management, as stated above).

What is most critical in this approach, however, is that the skill development is done consistently and that it is woven into the fabric of work responsibilities. What training and professional development has done to its own detriment, in the past few decades, is deliver skills training in isolation from on-the-job application.  Training classes have been reduced to mere hours instead of meted out slowly and methodically as the knowledge and concepts are needed (think of an apprenticeship model as the ideal), so employees are barely acquainted with the knowledge and skills they need to do their work and advance their careers.

In my 2017 book, Future-Proofing Your Organization, I provide an example of teaching risk management which isn’t focused on the concept of risk management so much as the command of risk management. Ensuring employees have a command of risk management requires teaching it from different angles and in different scenarios over time, not just in one short training class.

Step 3

Weave mentoring and coaching into all management and employee development activities. One of the most critical linchpins to developing capability is the use of mentoring and coaching as an on-going development process. Too often companies see these methods as “programs” that take time away from “the business.”  With just a few tweaks it is possible to integrate mentoring and coaching into the normal course of business and accomplish outsized ROI in comparison to the time, effort, and logistics required of training programs.

Going forward into 2021 and beyond, companies will do themselves the most good by re-thinking what professional development looks like and how it is delivered, so that they can create a fully-capable, maximum-output workforce that will future-proof their organization.