Our 2020 Digital Readiness Survey showed that 54% of organizations do not know how teams need to be set up to be successful in a digital environment.
While over half of organizations are not clear how to support team working, there are two indisputable elements to all aspects of team working going forward.
The first is that digital team working will be virtual. The second is that team working - and team workers - must be flexible. However, our survey showed that only 25% report that their teams operate flexibly.
Working in the Virtual World
Recent events have forced some organizations to bring technologies and processes online to enable their workforce to work from home and, by default, be virtual, working away from co-workers. It has promoted a surge in guidance in articles and blogs on how best to work as a virtual team. Whether these teams remain geographically dispersed remains to be seen, but new behaviors and competencies are coming to the fore.
Flexibility and Agility Are Needed
Firms that had been discussing flexible working (but making slow progress) have had to make agility and virtual collaboration the norm. Almost overnight, what had been considered difficult to do, became doable.
How can organizations now build on this agility? How can they put in place structures that still enable the agility and flexibility of day-to-day working and long-term strategy and planning for the leader and workforce? In an agile world, is building a job architecture and career path still the right thing to do?
Job Architecture Stability Enables Agility
Even in this agile world, we believe that most organizations still require a consistency in the way in which the firm is structured through job levels and job architecture. Indeed, employee engagement research tells us that fairness, transparency and understanding future career path options are important to individual workers.
For the employee, it provides greater transparency on role results and better support for more individually-driven career path options, encouraging exploration of new ways to grow. For the organization, it offers a stable basis for managing jobs, performance and people. For HR, it helps to continue the move to a more consultative, future-focused role and business collaboration.
Our work with clients encourages them to take a critical look at their current job architecture, how it is serving them and the changes they need to make to ensure a fit with the digital future.
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