Flexible firms attract top talent

Today’s workers want to be the masters of their destiny.

“The future of work” is a phrase we can’t escape. For more than five years it has been a topic of intense focus and speculation among chief executives.

While much of the discussion has focused on disruptive economic and technological forces such as diversified international trade, artificial intelligence and automation that will change the way we work, few have talked about how people are changing.

A physical workplace staffed by a predominantly permanent full-time workforce that delivers consistent revenue and predictable profit margins has been the traditional business model for most organisations. While it may have worked for so many for so long, it won’t any more.

Leaders must address the fact today’s workforce looks significantly different than it did a decade ago, with up to five generations of employees all working under the same roof.

While all employees are unique in their ability and skill set, there are a few characteristics that unite many of today’s workers.

Let’s take freedom and balance, for example.

For many, money is no longer the be-all and end-all. Many of today’s workers care more about flexibility and work-life balance.

While the perception of what equals flexibility differs from person to person, most employees know their jobs can be done anywhere; all that is needed is a good internet.

Equally important is control and motivation. Today’s workers want to be the masters of their destiny. There is an emerging proportion of the workforce com­pris­ing curious and ambitious indiv­iduals, driven to build a successful career for themselves. These workers want to do better, be better, achieve higher and make an impact on the world around them.

It’s clear the workforce is evolving and the desires and attitudes of Australian employees are changing.

The roles of today’s workers are multifaceted and evolving constantly. While workers crave control and balance in their careers, some leaders have been less than enthusiastic in embracing this new way of working, partly because many are still married to the concept that work is a place, not an activity.

Leaders no longer can view their employees’ participation in the workforce with a “status quo” attitude but must learn to embrace new career structures.

This idea is not to be baulked at, nor is it to be feared. Doing nothing can do more harm than good, and maintaining a business-as-usual perspective is no longer enough for a workforce that is demanding change.

Businesses that already have embraced change to create sustainable, agile workforces are attracting high-quality talent, unlocking hidden potential, fuelling innovation and, most important, driving productivity and business growth.

Stephanie Christopher is chief executive of The Executive Connection.