Resiliency and flexibility are important to success. People will make mistakes and no program is perfect, but reacting resiliently and learning to be flexible will eventually strengthen employees and the company. There are five steps to resiliency and flexibility. Managers, mentors, and employees need to take advantage of these steps.
Resilience is the ability to bounce back or keep going in times of stress or difficulty. Some people are more naturally resilient than others. Stress can take its toll on the physical and mental health of individuals. This can impede work performance. Greater resiliency will keep productivity from decreasing in times of stress.
A new job is stressful. Employees need to be resilient in order to transition quickly and become productive members of the workforce. Resiliency is also important when the company goes through times of change. Resilient employees will remain productive and help keep the company going throughout transitions. Fortunately, companies can help their employees become more resilient by focusing on the welfare of their staff and providing incentives to manage stress.
There are five steps that anyone can take to improve resiliency. These require changing one’s mindset.
Flexibility is important for employers and employees. Employers need to be flexible when it comes to when, where, and how work is done. Employees need to be flexible in their approach to work and life in general. Being flexible means not resisting inevitable changes. Flexibility is not passivity. It is being open to change in order to improve life and reduce stress.
Flexibility is important to recruiting qualified talent. Employers who do not cling to traditional job requirements are able to attract and retain talent. Flexible individuals act with conviction instead of reacting to change. Employers and employees both benefit from flexibility. Company culture improves as employees reduce stress and employers retain top talent.
There are five steps anyone can take to become more flexible.
A training manager with 20 years of experience began having trouble with his new employees. He used the same techniques as always, but the new recruits seemed bored. They did not pay attention during his slide show presentations, and he caught some people texting as he read from the manual. The company instituted an onboarding program that would alter the way he trained. The first attempt was less successful than previous orientations, but the manager only attempted onboarding begrudgingly. He embraced the change for the second group of new hires and found that they were more engaged and willing to listen.