The three key post-pandemic skills

The world of work is undergoing a profound transformation, accelerated by the pandemic. Technical skills are rapidly becoming out of date, while some jobs are being abolished altogether in favour of automation. It is therefore human skills, which cannot be replaced by technology, that are gaining in importance on the job market.

What are these skills and how can you help your staff develop them?

Team spirit

Team cohesion has been put to the test by the pandemic and teleworking. The arrival of hybrid work poses an additional challenge for managers, who must find new ways of creating and strengthening the bonds between staff members. Of course, informal team activities to celebrate successes and build relationships should not be overlooked, but team spirit is built on a daily basis. To cultivate it, special attention should be paid to clearly communicating goals. A team that shares a common and accepted goal will be more cohesive. It is important to clarify each one’s roles and responsibilities in achieving objectives. Regular feedback is essential, as is the establishment of an open and respectful environment for discussion.

Critical thinking

Employees who are capable of critical thinking are able to anticipate problems and find solutions that are sometimes innovative and creative, major assets in a changing world. In addition, critical thinking encourages lifelong learning. To cultivate it, more autonomy must be given to team members so they can confirm their intuitions and test new ways of doing things. The right to make mistakes is essential in this context. The manager may need to change their management style and become a coach in their approach.

Resilience

In October 2020, Apple CEO Tim Cook said resilience was THE key skill of the past year. Resilience allows us to react better to changes and new ways of working. It also helps reduce stress levels and more effectively manage challenges and unforeseen events. To support teams and promote resilience, empathy and listening are essential. A culture that makes room for the individual realities of employees and promotes their physical and emotional well-being allows them to develop a level of confidence in their enterprise. This confidence then plays a major role during times of transition and upheaval.

Caroline Bouffard

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