Management Competence for the Fourth Industrial Revolution: Engages and Develops the Workforce

People issues are business issues. How the workforce is managed will determine short-term goal achievement and longer-term strategic success. The subject is of particular relevance as organisations implement new business models, change the type of work available, add new skills and adopt innovative approaches to the way in which people are organised, interact and communicate. Organisations can become both effective and efficient when there is ‘conscious and continuous learning’ on the part of its managers, and its workforce. Employee engagement is therefore an important aspect of core management competence. This competence is ‘the ability to create a positive working environment and inspire individuals to apply themselves with intelligence, energy, resilience, enthusiasm and concentration; whilst providing the means for their personal and professional development’. The knowledge and skills required to do so will be the ability to articulate the ‘why’ of work and relate this to organisational outcomes—in so doing to facilitate the creation of both an engagement and a learning culture. The attitudes and behaviours will not only include communication but also be values driven and a demonstration of emotional intelligence. Operational drivers of engagement include meaning, pride and a positive work environment. It means providing opportunities for job enrichment and role clarity, and above all, it means an understanding of the necessity of engagement and how to achieve it. The manager will be competent in the drivers of engagement, including the strength of team relationships, empowerment and the importance of employee voice.