Flexibility in the Workplace

Your post was an interesting read, and I agree with you that there is a vital need to strike a balance between looking at the numbers and breaking down the impact in relation to people’s adjustment. It’s a fact that in today’s era, researchers are so focused on collecting figures to the point of choking the audience without any foreseeable insight (Jing & Avery, 2016). If you were a leader, the practical element would be to ascertain how one can translate the data into action. It is based on this insight, that I support your argument, and also the notion that over tooling oneself without minimal application would be a waste of time, productivity, and resources. Yes, it is high time that people moved away from focusing on the figures and numbers which result in information overload, into a segment that concentrates on putting the data and figures into action, for there is where the true solution is based.      

Hello X,

I do agree with you hat fitting into well-organized charts and metrics is an occurrence that is rarely achieved in today’s employment scenario. The primary reason I belie so, from my personal perspective is that people are generally different, and when they are so, it becomes hard to forcefully provoke them to embody an already predetermined context. In most organizations’ flexibility would play a significant role in nurturing a skilled workforce, for the approach would essentially create and allow a loophole of tolerance that accepts a wide range of employees who vary in experience, cumulatively providing a unique viewpoint to the firm’s growth and development (D’Innocenzo et al., 2016). Most organizations are usually hesitant to let their employees leave because they value the availability of a wide pool of skilled professionals, an aspect that is beneficial to the organization when compared to hiring to new employees who would take a while to adapt to the company’s culture.

References

D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), 1964-1991.      

Jing, F. F., & Avery, G. C. (2016). Missing links in understanding the relationship between leadership and organizational performance. The International Business & Economics Research Journal (Online), 15(3), 107.