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Towards Building An Agile Workforce

The world today is fast; technology is changing things at lightning speeds, and that means that technology can rapidly change job roles, it can also make jobs outdated as quickly as possible. Some individuals just can't handle change. They lose their emotional balance and, in the process stress themselves out and everyone else too. Others appear to be able to roll with the punches comfortably, often coming out better than before. These individuals are known as Agile Employees, and at any level of business they turn up. Let's start with what the word agile means: agile means moving fast, moving efficiently, and effectively in everyday situations. You've probably learned that you're going to go far if you work hard, I'm sorry to say that's not enough anymore, you have to be agile as well. Agile practitioners do not see change as an opponent; they see change as a chance for something better. They have learned how to master momentum instead of resisting transition. Agile employees recognise that they have a much greater chance of staying employed by constantly concentrating on how they can have a positive effect on their own situation when an economic downturn could lead to a reduction in the workforce.

Developing and encouraging an agile workforce that is competent of carrying out the business will be able to emerge as an intact organization.It's an ongoing process of recognising external and internal changes and adapting to them. Agility is so much about achieving fluidity that an organisation can cope with crises at any moment, without losing momentum. Every now and then, it is about achieving sustainability. It's not just organizations which need to be agile. Employees should also be able to alter duties and move in when they are most needed. It is important to have the right human resource available for your organization, when it's ready to grow and this is also the key for long term success of the organisation.

Organizations that effectively adopt agile working are specific on why they are doing so. Focusing on business goals and having consistent, shared visions and objectives is crucial. This helps to deliver outcomes for all the stakeholders that really matter. With their use of innovative solutions, agile organizations tend to be more versatile (promoting progressive thought but in an organised way, exploring and then introducing or discarding new ideas and principles and then moving on to the next). Developing a culture of confidence is important in the process of becoming agile. Agile work depends on teamwork and trust between members of the team and even external partners. In an agile work culture, the word 'flexible working' is perceived to be a more significant shift in the practise of work. This means making the most of the freedoms to optimise productivity that emerging technology makes possible. Digital computing's rapid evolution that the workers can work from anywhere-from home, from coffee shops & even on the move. Agile practise removes barriers so that employees can work from wherever and however they want. Promoting agile practise in your organisation increases productivity and efficiency, improves customer satisfaction, attributing to a more flexible lifestyle and more independence employees are more likely to be happy. When individuals work from anywhere they choose to, they can largely choose; the priority is to produce the best results for the organisation, not to work set hours in a particular location. It is not only necessary to provide an agile workforce to produce tactical performance. For strategic reasons, it is needed as well. Increasingly, organisations at this stage need to respond to changing markets and compete in a playground by engaging critical talent (specialised skills and expertise) and leveraging new technologies. Leaders in an agile workforce, wherever it is, have visibility and access to both internal and external abilities and skills. An agile workforce's workstreams look like mission-based initiatives, with the right individuals working on the right projects, all aligned with the strategic objectives and goals of the organisation.

An agile workforce is not just a set of unique types of employees or talent. It is also those workers organised under a specific creative work architecture or model of the workforce that, unlike the supply chain model of the contingent workforce, combines work execution with access to skills and knowledge that can exist within or be located outside the company. The agile workforce is very focused on engaging the talent positively to access and incorporate the embodied skills and experience into dynamic frameworks of the work/project. The agile workforce includes, among other aspects, an organization-talent relationship that varies greatly from the contingent workforce model, where the relationship is transactional and similar to that of a manufacturer importing and selling goods or materials to a purchasing organisation.

To start or support an Agile work culture in your organization click on the link provided below.

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