The evolution of the labor market after Covid-19

In the lockdown period many business companies went on carrying out their activity through remote working, a modality that, in some cases will be confirmed also for the future and, in some others, will be changing in favor of smart working.
Italy restarts, but work after Covid-19 is not the same anymore. A new mindset is required for entrepreneurs and managers who have been called to rethink the organization asset of companies. A change that becomes an opportunity to create competences useful to build the basis of an innovation path.

Companies, in fact, have impressed a decisive acceleration towards the digital evolution aiming to give life to more agile structures able to manage this metamorphosis in view of development.

“The restarting phase is characterized by uncertain scenarios that require rapid social, cultural changes and corporate policies underlined by a responsible and sustainable brand purpose”, says William Griffini, CEO of Carter & Benson who has already adopted this kind of approach in his head hunting company. “The way of working companies will adopt is child of our time and of a change that sees the digital upgrade as a main innovation element. A complex context, which requires new competences and that very often, underlines a wide criticality in the organization concerning the use of technology. For this reason, I think it is necessary to improve the IT skills on all levels and company roles, to provide the working activity with more fluidity, promptness, quality and effectiveness”.

In addition, the new modalities of relation and sharing with the team present some problems since they often cause complications to managers while succeeding in affirming their leadership.
In this delicate phase, a stronger managerial resilience and the ability to act with an empathic approach are required. You can govern a team through different ways, through body language, charisma, looks, gestures, rigor…now, with the crisis, the rules of the game are changed. Calls and webinars, have changed the way of relating, but today as never before the main requirements are obtaining and maintaining trust, increasing involvement and helping persons to learn new forms of interaction and collaboration. For this reason, I imagine the REMOTE LEADER as a new figure to support the manager in the relationship with his/her own teamwork”.

The crisis will undoubtedly entail the birth of new professions or to the evolution of the existing ones. Chiara Arosio, Principal of Carter & Benson “In this serious emergency period, new positions opened as far as the socio-sanitary sector is concerned, to face the shortcomings the crisis underlined. However, there is another field that offers some opportunities, the Information Technology one, because of the choice many companies made to turn or implement their activity towards the e-commerce, to increase the offer and create new services lines for the client.
Observing instead the internal functions of medium and large business companies, I think that one of those that pandemic made emerge is the CRISIS MANAGER. During these months, we directly touched as reality can change rapidly and how it is strategic reacting promptly, hence the importance of knowing how to manage the emergency.

Nevertheless, this function has changed aspect, in fact, if before the lockdown, the function of CRISIS MANAGER was mainly entrusted with an institutional and external relations role, today he/she operates much more deeply in the effective crisis management and works to create and develop a forma mentis in the team that allows the easiest adaptation to future scenarios and the ability to read the new context, interacting with it.

foto di copertina: credits freepik