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Skills Upgrades Needed to Support Changing Work Models
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.
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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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