Every time there is a change of decade, it brings its challenges and opportunities. Post Pandemic this “decade” has shortened and become more dynamic. A new set of competencies and behaviours has become the need of the hour with BANI replacing VUCA.
Agility and being Bold are the two differentiators for any industry. Those who are agile and bold will thrive. Changing course before reaching its redemption curve is the new imperative.
The manufacturing landscape has also evolved with many new thrust areas opened up. Some that come straight to my mind are:
Evolved Human Resource
Imbalance of demand and supply with newer skills and knowledge. The mindset of employees has a major shift in terms of expectations from life in particular and from an organization in general. Agility has become part of their expectations. They demand more skill gap training, flexible hours, and better remuneration and benefits.
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Training and remuneration one can understand and manage but how do we look at flexibility in a manufacturing set-up? More innovative ways are required to keep them motivated and happy. With more and more “gig” work environments evolving, more flexibility is expected.
Paradigm shift in how Technology works
Technology replacing routine processes on the shop floor. With more robotics, AI, machine learning, etc interventions, dependency on people will be reduced for such processes and they will be expected to play more “value” based roles.
Management Expectations
Post-pandemic high targets require fast production and deliveries. Augmentation of such targets forces management to deploy tough measures and then tough measures apply a similar set of pressures on the entire eco-system.
Supply Chain Management
The success of any manufacturing is a by-product of the successful functioning of this important department. With a steep increase in demand and a limited supply of raw materials and other essentials, this function is the worst hit by the Pandemic and still, it hasn’t revived at the same pace as its demand.
Competencies for “vendor management” have undergone a major shift. Development of new vendors and suppliers with cost effectiveness is the key and manufacturing is majorly dependent on this function.
Expecting beyond obvious from HR function
Business as well as employees ‘expectations from HR function have undergone a major change. Earlier being considered as a backend function, it is playing a critical role now in terms of bridging the gap between the two. This, in my opinion, is a positive shift of mindset and has given a new perspective to HR to bring in more value-based proposition to the table.
These are some key areas that impose a very distinct challenge and scope for management opportunities.
More attention is required on the overall “culture” of any organization to adapt to new means of working with the help of advanced technology and more flexibility.
- The new post-industrial era is pushing organizations to reduce work time schedules. This new work schedule will bring in better digit productivity and work output, a reduction in turnover, and employees not opting for more leaves resulting in higher customer satisfaction and belongingness. For managers, it will give them more power to hire the best.
- Routine jobs not finding more resonance with the workforce. They are looking for new, challenging, and rich content roles. This also poses a challenge for an employer to either plan their upgradation of capabilities or plan win-win exits.
- Per capita vs. per share ratio needs to be balanced too. The value for money concept will be more relevant for the primary focus.
Whatever the scenario be, things are not going to be the same in the pre-pandemic era. Sooner we accept this fact better it will be good for both the management and the workforce to embrace this change.
PS: Opinions expressed are solely my own and do not express the views or opinions of my current or previous employer.
