While the global pandemic continues, and the world remains uncertain, we are at a point where we can look further ahead at what the reshaped world of work will look like. The pandemic and other recent events, combined with the existing trends of digital disruption and globalisation, has changed the face of business significantly in a short space of time – and accelerated changes that were already occurring.
We can expect the pandemic to have a lasting impact. A recent McKinsey survey of executives indicates that hybrid working is here to stay – for 87% of roles previously associated with being office-based, in future employees will only be expected to be on-site between 1 to 4 days a week.
With new ways of working comes a demand for new skills and competencies to manage collaboration, innovation and productivity. This raises significant questions about the key behaviours and success criteria that will be most important in the future, how these might change, and what new themes are emerging.
Looking back
As any historian will tell you, to understand the present and anticipate future events better, it is helpful to look to the past. For our recent research report on the changing success criteria in the reshaped world of work, we started by looking back at the competencies that appeared to be most relevant over the past decade.
To explore how organisational competency frameworks might need to change and evolve, we analysed an international data set of over ten thousand 360-degree feedback assessments conducted between 2010 to 2020. These were collated from different organisations and industry sectors that used competencies from the existing PSI Services library. From this data set, we identified the top competencies most frequently used in assessments to then contrast with the next decade.
This analysis highlighted traditional competencies such as coaching and developing others, results focus, customer focus and teamwork. It was notable that the top competencies from the last decade related more to the people-focused aspects of performance than task-focused aspects, aligned to the growth of collaborative working and cross-functional project teams over the last 20 years. We now know that this can however come with risks, including collaboration overload.
Looking ahead
Looking ahead is, of course, much more challenging. To do this, we focused on the substantial research that has been conducted into the future of work over the next decade, including the thought-provoking Future of Jobs Report published by the World Economic Forum(WEF), among others. The common thread through much of this insightful research is an emphasis on how the rise of automation and globalisation is likely to drive change in important skills and competencies – and how the impact of the pandemic is likely to accelerate this.
Three lenses
We can look at what new competencies are likely to emerge and become more prominent through three lenses, which reflect the major aspects of work performance important for individual and organisational success:
- Connecting – how we communicate, gain support, and collaborate with people
Key emerging competencies: Embracing Diversity and Building Relationships
Recent events have highlighted more than ever the need for diversity, equity and inclusion within our workplaces. With some employees present in the office and others not, organisations will need to ensure they support an inclusive climate and involve everyone in the issues that matter to them. Embracing and harnessing diverse views and perspectives can provide positive benefits in terms of better team decision-making and performance.
Research from Microsoft suggests that remote working during the pandemic led to interactions being more focused on immediate colleagues, while interactions with other departments and wider networks have diminished. Individuals will need to build and maintain broader networks more proactively in a hybrid working model. And organisations will need to support teams to build trust and collaboration with people they have never met – or might rarely meet – in person.
- Transforming – how we create change, make decisions, and lead the way for others
Key emerging competencies: Critical Thinking and Learning Agility
As we start to look to the post-pandemic future, teams and organisations will need to rethink purpose, strategy, and direction, and consider how business models may need to transform.
Charting the right course in this complex and uncertain world requires leaders who can cut through all the information and data to identify what is important, see the bigger picture, and make the right choices. Critical thinking and analysis are the skills with the most increasing organisational demand according to the WEF Future of Jobs 2020 report. With context and conditions changing continuously, teams will also need to work in an agile way, learning on the fly, and applying that learning in new situations to drive innovation.
- Achieving – how we deliver results, overcome obstacles, and adjust to change effectively
Key emerging competencies: Digital Dexterity, Resilience and Change Orientation
Advanced technology presents fantastic opportunities for increased productivity, enabling better insights, and process optimisation. We are in the age of exciting change driven by the evolution of AI and machine learning, robotics and augmented reality – termed the Fourth Industrial Revolution. But for individuals at work, this provides both opportunity and challenge. They will need to maintain a positive attitude despite the uncertainty this brings, demonstrate resilience and focus on maximising the opportunities change presents.
Every one of us will all need to ask ourselves: How can I ensure I am ready to embrace new technologies in my field of work? What new digital skills do I need to develop and how can I obtain them? Work will continue to be fluid, fast-moving, and disruptive, so how can I ensure I continue to stay resilient, manage my well-being, and bounce back effectively from the inevitable setbacks that will occur?
Survive to thrive
To deal with the continuous disruption and change we are likely to see in the world of work, people will need to be able to cope and adapt in many ways to be effective. This requires a balance of different personal and interpersonal competencies.
For example, if an individual is not dealing effectively with pressure themselves, they will struggle to support or lead others. Much like the principle of airline safety: always put your own oxygen mask or life jacket on first before helping others. Similarly, while embracing technological advances and expanding digital skills will be critical, this will also bring into focus the aspects of work which are less open to automation, such as building relationships and managing people.
The new top competencies signify openness and flexibility in how we think, harness digitalisation, connect with others, and manage our own well-being. Together, they provide a robust foundation for people to adapt positively to change, ambiguity, and complexity – enabling them to go from surviving to thriving at work.
