How your company can guarantee tomorrow’s employa­bility by changing its mindset and culture.

As you know, the work-world is ever changing, hyper agile and perhaps more uncertain than ever. It’s not surprising that the most successful organiz­a­tions and their leaders are defined by their ability to learn, adapt and navigate change.

However, extreme Darwinism contains several pitfalls for the modern organiz­ation, the most worrying of which is undoub­tedly the one that leaves large numbers of workers out of the picture, for lack of antici­pation and or appro­priate training which enables them to parti­cipate and embrace future oppor­tu­nities.

LEARN TO MANAGE THE DISCOMFORT OF UNCER­TAINTY

Speed and disruption have simply become the “new normal”.

In this context, there are two skills which are funda­mentally important to develop. First, learn to deal emotio­nally with the discomfort caused by constant change and uncer­tainty. Then, adopt this new state of mind to make it productive, starting from the Shake­spearean principle that “what cannot be changed, we must embrace”. Secondly, in order to succeed, indivi­duals and organi­sa­tions need to develop a growth mindset, where every individual and collective experience becomes an oppor­tunity to learn.

Spencer Stuart, in his study of 230 companies, points out that the learning culture appears first or second in only 7% of the cases on this panel.

LEARNING ENVIRONMENT: THE ONLY REAL COMPE­TITIVE ADVANTAGE FOR THE COMPANY TODAY

One could imagine that, in a world where the new paradigm lies in the fact that today’s profes­sions may no longer exist tomorrow, it therefore becomes imperative for the organi­sation to become a place where conti­nuous learning and knowledge sharing constitute a compe­titive advantage. For the individual, learning is often a solitary and independent activity. But in an organiz­a­tional environment, learning can be reinforced by dialogue with peers, other teams who exchange infor­mation and ideas that allow for the emulation and construction of new projects and mental schemes.

It is here that the learning organiz­ation develops an extra­or­dinary advantage, creating an environment conducive to innovation, curiosity and develo­pment, both indivi­dually and collec­tively.

CREATING ENVIRONMENT AND TOOLS FOR DEVELO­PMENT

So how should a leader who wishes to embrace a learning culture act?

First of all, by having courage, a good dose of humility and a visionary spirit. Managing change requires a favourable environment which is focused on experi­men­tation, psycho­lo­gical security and accepting error as the very source of learning. Be sure to implement simple, secure and adapted techno­lo­gical tools, allowing access for all to training and the exchange of good practices, promoting enhanced social exchange and a connection to infor­mation adapted to all needs.

DEVELOP EVERYONE; PROMOTE THE EMPLOYA­BILITY OF ALL

This movement is part of an inevi­table large-scale trend.

It will gradually make management by directive disappear in favour of an open system of exchanges and sharing without borders.

Sophie Hautbois

Sophie Hautbois

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