Leaders need to view their team membersas people – with lives beyond work.—LEADERS CAN:1/ REFLECT ON HOW WEWORK WITH UNCERTAINT Y& CHANGE––In a robust and healthy workforce, employees feelthat their workplace can accommodate short termchanges and modifications to support employeeneeds. For example, if someone needed to suddenlyattend early medical appointments, or was fora time unable to work on the COVID ward,that this could be talked about without fearof negative consequences.Leadership skill––Practice a change-ready mindset; talk about how‘we’ (as a team) can adapt to new situations and beflexible and agile to meet change and uncertainty.COVID has been a great teacher in this area – wecan learn from recent experiences of adaptationto meet changing scenarios and predictions. Thiswill help with workforce engagement – earningcommitment and dedication, and support learningand growth. When employees feel valued and feelthat leaders are looking out for them and theirfuture, they too can also plan for the medium andlong term and feel that’s it’s worthwhile to investin growth and development. While parents-tobe may not be willing to talk openly about thechallenges of pregnancy, they can see that theirworkplace can handle additional demands, and thatneeding changes, is not a major risk to their job.38AMA VI C TO RIA2/ BUILD SOLID ANDCOMPETENT TEAMSWITH CLEAR ROLES& RESPONSIBILITIES––Clear team structure and roles support workforceplanning. It helps with selection and recruitment,with professional development, and creates musclefor team-level flexibility to accommodate changesin responsibilities and duties. Workplaces havemany types of flexibility and need for short-termleave (e.g., study leave, conference leave, long service,carer’s leave for partners, families, aging parents,sick leave, family holidays). Sometimes theremay be also a need to accommodate leave forpregnancy requirements.Leadership skill––Ensure you have an accurate map or plan of youteam, department, or area. Who is working in yourarea? What is their role? What responsibilities areattached to this role? Are there duties or roles thataren’t covered or accounted for? Who is showingtalent and engagement in particular roles or tasks?When and if people leave or move into anotherrole – who is in the pipeline or succession plan?Many senior leaders are working on the strategicplanning that supports well designed collaborativeteams that can deliver a robust and sustainableservice. This strategic thinking and planningmeans leaders have strong knowledge of theirworkforce and can organise cover for roles ina productive way.
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