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Skills Upgrades Needed to Support Changing Work Models

Paul Korzeniowski's picture
B2B Content producer, Self-employed

Paul is a seasoned (basically old) freelance B2B content producer. Through the years, he has written more than 10,000 items (blogs, news stories, white papers, case studies, press releases and...

  • Member since 2011
  • 1,493 items added with 515,012 views
  • Dec 7, 2021

When the pandemic hit, the utility workforce went through a dramatic upheaval that is still revererating. Energy companies quickly deployed new business models where employees are in the traditional office less and work in other places, like their homes, more. That approach has become quite popular. To maximize the firm’s potential in this new environment, energy company executives need to build a culture that values soft skills, provides workers with workplace options, and creates new performance objectives.

The recent upheaval left no doubt that new skills are needed. In fact, 84% of managers said it became more important for managers to develop soft skills, such as navigating difficult conversations, according to Gartner Inc. Managers to not only develop the skills to navigate sensitive conversations with their direct reports, but they also must tailor their approach to different employees, gain a deep understanding of their behaviors, and put them into deeper context.

Collaboration is Key

Next, they must revamp how employees collaborate. They must improve communication by empowering employees to develop collaboration habits that work for them in today’s environment. They then need to provide them with equal access to such worksite options.

Finally, they need to put new objectives and metrics in place to monitor employees and measure the quality and impact of their work. This process requires that they explain to employees the purpose behind any tracking and monitoring tools that are put into place and how the new solutions will benefit the workers.

The pandemic disrupted energy company business processes. Since its impact is still being felt, energy providers need to help their managers develop new skills for the rapidly evolving workplace. Developing soft skills, expanding work options,  and creating new metrics  will empower the organization as is goes through this transition.


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