Building the agile workforce to being one

Agility has been a buzzword for long enough and yet we discern new facets of it each day – both in terms of organizational agility and that of an individual at the workplace. But before we set to deconstruct agility, let me make it clear: Agility does not mean frequent changes. On the contrary, it is an index of how stability and dynamism can co-exist. If we simply put it on a grid, organizations which are successful would be high on both these parameters.

To begin with, organizations – like people and markets – evolve. Today, we are a far cry from measuring job output by people or time. As we measure project requirements and end-result, the way we resource the project too is evolving. We need people with varied skill sets to come in at various points – quickly and seamlessly. This fluid teaming is the base of agility.

Evolving landscape

It would be wrong to believe that organizations are driving the agility shift. At an individual front I see three distinct trends:

• Today we seek more and newer experiences. These experiences are powered by acquiring new skills and learning. On an average people today shift between roles, functions and organizations. This trend is as reflective of workforce agility as much as the mobility. Many of you, I am sure, would have moved across organizations and functions.
• I am also increasingly coming across people who are opting for gigs as they balance work and beyond.
• Another aspect is the confluence of work and study. Today students are increasingly picking gigs along with internships to gain more experiences along with learning.

In short, as we focus on hyper individuality, there is an increased sense of ownership and awareness about one’s career. After all it’s yours to build.

The expectation from form to perform

Bruce Tuckman first proposed the four stages of team productivity – form, storm, norm and perform - in 1965. In the current context, the process sees an accelerated velocity, a time frame like never before. Here I recall the example that is used in the airline industry, where a new batch of crew assemble, learn and deliver all within a 16-hour flight. 

Of course, in organizations there is an issue of fungibility. The workforce is unique. How do we build models of consistent delivery with varied teams? This is where the gig economy comes to play where functions are deconstructed to jobs and tasks which can be executed. With the cloud infrastructure maturing, it is disrupting any inhibitions gig working might bring in about infrastructure and the definition of the workplace.

Resourcing as individuals

The entire landscape is a sum of individual behaviours. So, how to we align ourselves to be a part of, if not ahead of, this narrative?

• Think agile. Agility is a mindset as much as a skillset. Today to be innovative, you need to be disruptive. 
• Think new. And to be disruptive you need to unlearn as much as you learn. It’s important to cultivate curiosity.
• Think ahead. The appetite to learn can be tapped for success when you can use it to anticipate. To predict you do not need luck or genius – what you would need is an understanding of the larger landscape, your role in it now and you desire to contribute.
• Think big. It is important to look at the bigger picture. Listen carefully to market chatter and, you will pick the trends to navigate the changing landscape on future skills.

The final behavioral trait which will prepare you is resilience. It’s not how many times you fall, but how fast you get up that defines success. That defines grit, and grit is a competency that is key to many successes.

Finally adopt as against adapt. While my thoughts are not unique, my experiences have been. So, embrace the change. While the latter is not a choice, as we have seen during the spread of the covid-19 pandemic, the former is in your control.