In this period of change and transformation, the fact that jobs are done using technology also changes the skills and competencies that people who do that job should have. In the coming periods, our need for talent profiles that have both cognitive skills and social skills called meta-skills such as flexibility, creativity, adaptability and collaboration will increase. Accordingly, it will be inevitable for us to review our competency models in the near future and shift our priority to competencies that meet the needs of new norms.
The pandemic that suddenly entered our lives reminded us all once again that we need to make agility an adopted behavior. In other words, it showed us that we need to be prepared for anything at any time and take the right actions by quickly adapting to the current conditions. We have perhaps experienced this period, which is expressed in the acronym VUCA as variable, uncertain, complex and ambiguous, more closely than ever before, and found ourselves in a more unpredictable environment than ever before. While the whole world was giving an unusual exam at the same time, unfortunately, there was no playbook, similar cases or good practice examples that could serve as a lesson in front of us. In this process, we have prioritized the concepts of resilience and agility in every action and decision-making process, both as individuals and companies.
Brian Tracy, who has written countless books on leadership, says, “The real test of leadership is how you behave in times of crisis.” The pandemic process has tested our leadership skills and given us all real experience in crisis management. With this process, we have seen once again how important it is to bring our work to life when conditions are outside our comfort zones and in challenging times when the need is at its highest. We have addressed our crisis management in a multi-dimensional way in order to adapt quickly to these conditions, protect our work while also prioritizing the physical and mental health of our employees.
Opportunities are outside our comfort zone
In addition to its devastating effects, the pandemic process has also created opportunity areas that offer many new lessons and experiences. As professionals, we need to evaluate these risks and opportunities well, analyze them correctly and come up with the most appropriate strategies. My prediction is that the work-from-home system that entered our lives during the pandemic will continue in our lives with a hybrid approach. As a reflection of this, leaders have a great responsibility in issues such as commitment management, developing belonging and motivation, creating teamwork and collaboration.
As leaders, we will focus on implementing important practices on creating a sense of common meaning throughout Borusan Group, focusing employees with different working habits on a common goal, motivating them and ensuring that they feel like a team.
We have been talking about the necessity of digitalization in the business world for a long time and conducting studies on how our ways of doing business can be reshaped. As Borusan Group, the digital transformation we laid the foundations for last year provided us with a very supportive infrastructure in adapting to the working conditions of the pandemic period, running the remote working system smoothly and implementing digital processes in our workplaces and production facilities. We will continue to develop digitalization in all our business processes from now on.
Digitalization requires new competencies
In the period of change and transformation we are in, doing work using technology also changes the skills and competencies that people doing that job should have. In the coming periods, our need for talent profiles with both cognitive skills and social skills called meta skills such as flexibility, creativity, adaptability and collaboration will increase. In this context, it will be inevitable for us to review our competency models in the near future and shift our priority to competencies that meet the needs of new norms. Changing competencies will also make the transformation of employees inevitable. At this point, the way to align our employees in the best way to meet the needs of the day is through the development opportunities we offer. We see that we can create a leverage effect by using the power of digital in the field of development.
Cultural transformation through development
We have benefited from the power of digital in the past process so that the development solutions we offer under the roof of Borusan Academy can reach many Borusan members quickly and we will continue to do so.
The transfer of development actions completely to online platforms has also created a world that is easily accessible and has no logistical constraints. Using the advantage of this world and setting out with the motto “Every Borusan Member is a Talent”, we have transformed our development approach to be much more inclusive.
Aware that a one-way and uniform development method is not enough, we have prepared the solutions on digital platforms to touch on priority needs such as reading, listening, watching and experiencing. I believe that the most critical point in this preparation is to make the right curation. I think knowing the organization you belong to well, following where the world is going and being able to adapt good practices are among the factors that will carry development solutions to success. Development has a magical power that keeps us on the path, teaches us, shares and brings us together. Thanks to this magic, development will prepare us for the future as one of the most powerful tools supporting our cultural transformation.
Ref: 0 leadership quotes for great leaders by Brian Tracy [İnternet]. Uygun erişim: https://www.briantracy.com/blog/leadership- success/leadership-quotes-for-inspiration/
Nursel Ölmez Ateş; Borusan Holding, İnsan Kaynakları ve Kurumsal İletişim Grup Başkanı
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