Almost 2 years in and no clear end in sight, companies which have often been rocked in their fundamentals, need to adapt to new circumstances and when possible redefine and revitalize themselves.
So those lucky enough to still need to recruit new blood into the company, need to think through what the company stands for, what it offers to its key stakeholders and how it wants to define the relationship between itself and its new employees. Attracting and recruiting newcomers is one thing, getting them on board and becoming an integral player with respect to the future of the company is another thing. Onboarding should focus on not only get going, but also on starting to develop leaders in the company who are keen to stay, roll up their sleeves and be part of navigating through current and future challenges, come forward with innovative business solutions, and wanting to take on future leadership roles.
Pre Covid-19, companies had leadership models in place and along the way equipped a critical mass of their staff with the required capabilities. Some of these capabilities still may work and have effect, others may have become obsolete. We are of the opinion that the top leadership team, functional leadership teams and those at the interface with the end client, will need to be equipped with specific knowledge, skills and capabilities in order to lead the company through the current uncertain, ambiguous times trashed upon them due to Covid-19. We call it reboarding! Bottom line is to make sure that leaders of the company are well equipped to charge the way forward given the present challenges thrown at them.