In this article, written by Advice’s director, we will discover the trends in the post-pandemic work. Learn how to face the current context.

 

1) Appreciation of fluid work.

Whatever (we must do), whenever and wherever. Fluid work refers to a new way of approaching work relationships that breaks the patterns of the industrial era, such as hierarchy, fixed schedules, job stability or an exclusive employer-employee relationship.

Fluid work means placing value on the digital talent of each professional regardless of his or her contract modality or work relationship at a particular time. It is the value-added by a certain person through his or her skills and knowledge.

 

2) Flexibility has become a priority.

This applies to companies and employees. This is the main benefit brought about by the coronavirus pandemic; it implies a big change in people’s habits, quality of life, the concept of work, and purpose, and it will have a profound impact on the way organisations are managed.

 

This does not only include remote work, but also schedules, formats, objectives, ways of doing things, etc.

 

3) The career plan is now a life plan.

Companies must offer opportunities for development that are aligned with life objectives and family life. Even though this was the case in the past, the pandemic has given it a new meaning.

 

You might also be interested in the following article related to work in the post-pandemic world: What will post-pandemic recruitment be like?

 

4) Remote emotional support.

The change in the way of working, remote or goal-oriented work, has required remote support and contributions from bosses. This demands more empathy and emotional intelligence. And training.

Because it is not the same to do this face-to-face as to do it through an application. There is a new digital burnout.

 

5) Training resilience and self-regulation.

It is important that employees, as well as companies, reinvent themselves, are trained to be more resilient and prepare for more uncertainty, which is the only certainty we have.

Additionally, they must train their self-regulation to avoid the procrastination caused by more independence and, in some cases, less control. This training is a benefit that organisations must provide.

6) Digital training.

There should be digital training on digital management and teamwork tools, in time management and project management and in remote work.

 

7) Agility in responding to employee requirements.

In a world of dramatic and accelerated change, employees need leaders and managers who offer quick and open communication, who are precise, and who are there when needed. Agility is a differential benefit.

 

8) More diversity and inclusion.

Remote work offers opportunities for inclusion. Companies, employees, social organisations, governments, and society as a whole need to explore this new opportunity, creating a differential benefit.

 

Originally published in https://www.servitalent.com/es/el-interim-management-en-las-operaciones-cross-border