DEALING THE QUICKER IS BETTER THAN BEFORE GETTING QUACKED-
The Resource Dependency is Inversely Proportional to the Growth of an Organisation
A friend’s advice resonates with me ‘Dependency is the biggest poverty’, maybe.
Some two decades back, when every working adult around me was doing one job with one organization;I knew an Anesthesiologist who works almost round the clock across hospitals, a Lecturer who is specialized in Mathematics and Reasoning works at multiple colleges, institutions and tutorials across varied student communities who gave me the first thought into their work aptitude and how they have modelled themselves in being hired and outsourced at the same time. The understanding made me sometimes ask, what if these guys move or grow disinterested to work with the organizations, how come the dependency is going to cost them, and how are these organisations prepared to deal with such emergencies at human deliverables etc. For over the last 12-14 months I just revisited similar thoughts.
I was part of a series of deep discussions with different perspectives and deliberations that were happening in our SME WhatsApp group about untruthfulness of resources, they make irrational choices, untimed quitting, employees not being loyal to the company etc. The participants of the debate range from CEOs, CXOs, Directors, HRs, Delivery Managers, and Other Heads, where all are looking for solutions on how to monitor and maneuver employees in either limiting their thoughts to pursue new opportunities by improving the current position with multiple options or finding ways to restrict employees to the old adage of ‘Work for a single job and Single Company’ before newer employment formats overpower the existing employment model.
‘Employment is always a critical choice to choose or drop’.
Since I have been exploring the future of employment (as part of our efforts on The Centre for Employment and Entrepreneurship (Cofee)) for a while, I have posed myself the same question umpteen times and each time I too couldn’t find ways to get out of the employer’s comfortable viewpoint in resolving this issue. Most of the IT SME companies accumulate about 80% of work done by 20% of highly reliable resources proving their efficiency. Whenever these reliable resources shift their jobs and start working with multiple companies (a trend picked up with resources during pandemic times) the employers can’t take it right stride for the below reasons;
- No adequate backup resources available to easily continue the work and also contribute at par quality as the previous resources
- The in-house ambiguity across the policy, process, and procedure fails organization to prepare the next level ready to deployable team
- Poorly prepared options and measures to avert the immediate impact on deliverables, operations and eventually hurts the bottom line
- Thanks to COVID even that 20% of resources have become unreliable
‘With each generation the perception matters, but preference leads’
This brings us to the crux of the debate, has the ‘Future of work’ found a new path and perspectives that will be very different to deal with. In the last 40 years, the jobs parabole in India has shifted significantly with each generation from One Life One Job One Company (Generation X) to One Carrier Multiple companies (Millennials) and to Multiple carriers and Multiple companies (GenZ).
The Current GenZ is arguably the most confused lot with equally being tech-savvy, has actually narrowed their approach in choosing employment with entrepreneurship for each other. Since this behavior pattern is yet to get confirmed as is still in an assumed state of representation, they aren’t prepared to be pressed by any family, financial, professional and societal constraints unlike the previous lot. This gives them an edge with abundant opportunity to experiment and scope to test waters, try different work models, take risks with their career aiming nothing short of exponential jump and growth.
‘Lean works always, but living Lean needs minimal focus, and Gen Z has it in plenty
GenZ largely lives and relies on the principle of quick learning, approach to quick earning, and comforts with quicker more each time by avoiding usual hardships and ideological bandwagons of the previous generations. So if we can't learn to swallow the reality, very soon this will be a common sight to experience in the near future that, most of the employee communities might be willing to work on multiple technologies, multiple disciplines, multiple models, multiple times and even multiple jobs as well.
So what’s the Possible way forward than the solution, this is relatively a good problem to solve for the organizations too, as there are multiple options to look at;
- Venture more into product development with smaller teams and generate greater revenue
- Share your vision(provided you have one) and see you can make them part of that effort
- Follow a set of alternative processes to reduce the dependency on high-risk resources by bringing in more agility into the company
- Provide Better independent opportunities is more important along with ESOP’s, Bigger packages for the senior employees not just to retain but restore confidence with the teams of the company.
- Need to formulate Work Model choices and formats across teams, where resources and their availability is facilitated in tandem with deliverables.
‘Everything passes, How we deal before we model the movement matters’
As a Founder, we have been trying to solve this problem for ourselves for the past 5 years, neither it’s an easy path nor an impossible one. In the context of the pandemic, we were forced to set the model right and up. So, our efforts resulting in creating multiple products across niche domains have become the mandate to survive and sustain.
One of our flagship products - ZeroCode allowed us to reduce our dependency on resources and technologies too. With zero code we have enabled our independence to build significant hassle-free performances which reduced risk in managing and monitoring.
ZeroCode is an indigenously built low-code platform that enables to onboard any resource, technology background, core experience, and discipline to easily build software Products, Solutions, and Mobile Applications without writing code. This attempt came of huge help in handling projects at any phase of development irrespective of resources moving in and out. Now with ZeroCode our service and product offerings have strengthened our Enterprise more than ever and most importantly have fueled innovation and valuation.
‘ZeroCode moved us from being busy always to becoming productive anytime’