As we settle firmly into 2022 , one thing is clear : the COVID-19 pandemic has altered the workforce , possibly forever . Employees resigned in droves early in the pandemic – dubbed the Great Resignation - and filling vacancies has been tricky ever since . Employee retention numbers still look bleak , and leaders are left wondering how to hire and maintain enough talent to complete the work that needs to get done .
One answer might lie in the concept of “ adaptability .” Adaptability refers to a person ’ s willingness to change and adjust to the situation at hand . And many of us struggle with it . In a 2021 study I conducted of employees , 74 % of respondents said they don ’ t feel able to “ learn as they go ” when presented with a challenge . That kind of cognitive inflexibility can easily make people feel more frustrated and less resilient .
When the word “ flexibility ” is mentioned in conversations about employee retention , it ’ s usually used to describe a workplace culture that accepts work-life balance . Employees can be flexible about when they arrive at work or leave , as long as they get their work done . Employee leave time could be less stringent , or work from home policies could be generous . Flexible policies are among the key perks leaders are told to use to attract and maintain team members .
But to really address the systemic employee retention issues , maybe the concept of flexibility needs to take on a broader meaning . Maybe the * humans * involved in the system need to be more flexible , not just the system .
By increasing individual adaptability in both team members and leadership , organizations may find their employees are better able to handle change , stress , and uncertainty without needing to quit . With increased flexibility and adaptability ( what I call ReVisionary Thinking™ ), what previously seemed like brick walls for an organization can turn into navigable staircases .
Adaptability Counteracts Burnout
Burnout is a legitimate reason for employee turnover . Burned-out employees are often unable to complete tasks or solve problems as well as nonburnt-out employees . But to adequately address burnout , we should first address a fundamental misunderstanding about what burnout isn ’ t .
We tend to use “ busy ” and “ burnt out ” interchangeably to talk about stress . But burnout specifically refers to a feeling of disengagement with the situation . It ’ s a shutting down that happens when your brain gets too overloaded . Burnout can certainly COME from being busy , but you can be busy without being burned out . The difference lies in motivation .
When employees feel motivated , they have a sense of purpose in their work . They understand how their tasks fit into the bigger picture of the problem their organization solves . These motivated employees don ’ t need to cling to “ the way we ’ ve always done things ,” because they understand that sometimes change , while uncomfortable , is necessary to move the entire organization forward .
On the other hand , employees who are stuck in their ways are more likely to experience burnout . The changes of the past 2 years feel overwhelming and unsurmountable . In my 2021 study , we found 1 in 3 employees struggle to stay motivated when facing a challenging new problem . Those are the employees most at risk of burning out , because they don ’ t have the mental reserves to adapt and get on board with the “ new normal .”
Adaptable Teams Have Adaptable Leaders
The onus for being flexible isn ’ t all on the individual contributors , though . Leadership plays an important role in building adaptability into the fabric of a team ’ s culture . A team can ’ t adapt unless they have an adaptable leader .
At some organizations , employees say they * would * have been comfortable with change - even excited about it - but the change was handled in a way that the team wasn ’ t set up to succeed . Often , employees are being asked to change without being given the tools TO change . That may mean information , time , technology , or other resources were lacking , making the desired change nearly impossible . And in many cases , the transformation ’ s eventual failure is blamed on the employees ’ inability to adopt the change , when in fact the change was doomed from the start .
Leaders who successfully lead through change make sure their employees have all the resources they need . How do they do that ? They ask . They interview team members and other stakeholders to make sure the systems are in place to support the change as best as possible . The other secret bonus of asking ? It ’ s only human nature to support what you help build . When leaders ask for input on the front end of the change , it ’ s more likely that those lower on the org chart will feel a sense of buy-in .
The Adaptable Employee
Higher pay and flexible hours will contribute a lot to workforce retention . Employees will naturally go where they are appreciated and rewarded .
But as we work to fill the workforce gaps , we should take a strong look at adaptability as a factor . Adaptable employees will be able to weather the uncertainty of our current situation . They will find purpose in their work , no matter their place in the company hierarchy . They ’ ll roll with the punches of 2022 and beyond .
Courtney Clark is a cancer survivor , brain aneurysm survivor , motivational speaker , and author . www . aamdhq . org APRIL 2022 TRENDS | 31