We must have elastic cultures that allow us to adapt to the changes that the environment demands of us and to be in tune with the climate of the time. To what extent does this “politically correct” maxim correspond to what our organizations actually need? What place does talent occupy in that search?
A report from Adiras (Association of Associated Boards) indicates that for 38% of business owners, their team is prepared to respond to the changes presented by the context in terms of digital transformation and changes in business processes.
As a first point, it is necessary to distinguish the perception of No. 1 with respect to the real abilities of his team. It is common, and especially in digital skills, that there is hidden talent that does not make it onto the radar of HR or general management departments. Sometimes for purely generational reasons, the mindset of young people who join the labor market is already configured with a dynamic digital logic. It manifests itself on many occasions outside the workplace; It is something much more comprehensive and exceeds what we could frame within concepts such as Industry 4.0. It is an interest that we could refer to as the spirit of the times. That is, it is given and cuts across all areas of daily life. In these cases, proactive inquiry by the company is key to know these skills that are left out of a job description when carrying out a selection process or a formal survey of intra-organizational training needs.
On the other hand, it is imperative to instill the distinction between the need for innovation with real applicability and digital fashionism. The exponential and daily growth in digital tools sometimes generates excessive enthrallment in the No. 1 who, in order not to “miss the train,” embark on implementations and disruptive changes without adequate organizational preparation and, above all, without a need. real, measurable and pragmatically applicable of the tool, system, app or platform in question. Thus, if what is made are spasmodic decisions guided by a passing infatuation (often fostered by messianic external consultants), the team’s natural response is either disbelief, or reactivity, or a feeling of bewilderment and even withdrawal syndrome. imposter in the face of “the new thing that is coming.” The worst combination of these two points is then the implementation of unnecessary tools, carried out by collaborators who are overwhelmed by it and with untapped sources of hidden internal talent that could be agents of consultation and change.
The organizational policy should be guided at this point and exclusively by a consistent, comprehensive, transversal evaluation of digital tools that weighs tangible and intangible, but always real, costs/benefits. That is, base decisions beyond the fashionable techie term and that are capillary with the company’s resources and processes in the long term. As a consequence of this evaluation, the fallacy of “absolute adaptability” that has done so much damage to organizational cultures in recent years must be avoided. Fallacy that is based on the excessive demand of digital knowledge for collaborators, when that knowledge should not be widely encompassing, constantly changing and general, but rather specific, results-oriented and specific for the position, so as to be practical and with a measurable impact on the company’s financial results.
Director of People & Culture at iFlow
Source: Ambito
David William is a talented author who has made a name for himself in the world of writing. He is a professional author who writes on a wide range of topics, from general interest to opinion news. David is currently working as a writer at 24 hours worlds where he brings his unique perspective and in-depth research to his articles, making them both informative and engaging.
