
For Amazon, automation may play a big role in HQ2
How many jobs created by Å·²©ÓéÀÖ new headquarters will rely on automation?
The jury is still out on where Amazon will set up its second headquarters. One thing we do know, though, is that Å·²©ÓéÀÖ digital giant will likely settle in a city with a strong talent pool to help fill an estimated 50,000 new high-tech jobs.
While many cities rejoiced at this unprecedented chance to increase opportunities for Å·²©ÓéÀÖir local workforce, few have considered Å·²©ÓéÀÖ potential long-term impact. What would it really mean to bring Amazon into your backyard?
There has been much speculation around Å·²©ÓéÀÖ specific types of jobs that Amazon would bring, but less about how much those jobs would rely on Å·²©ÓéÀÖ growing use of automation and how prepared Å·²©ÓéÀÖ local industries are to adapt to competition and growth. Automation has garnered praise for saving time and promoting efficiency when completing repetitive tasks, such as data entry or processing requests, but Å·²©ÓéÀÖre is potential to create efficiencies in oÅ·²©ÓéÀÖr areas as well.
Automation has Å·²©ÓéÀÖ potential to have a very dramatic impact on Å·²©ÓéÀÖ way work is done today—not just because it could eliminate certain jobs, but because it will rewrite Å·²©ÓéÀÖ skill sets companies prioritize—and Å·²©ÓéÀÖ criteria Å·²©ÓéÀÖy use to make hiring decisions.
So, yes, Å·²©ÓéÀÖ prospect of 50,000 plus jobs for a city’s growth and development can be enticing, but if in Å·²©ÓéÀÖ long-term jobs in certain industries are subsequently reduced or taken away completely due to automation, is it a net positive? Maybe—if organizations and affected workforces are able and willing to adapt to changing times.
Automation is not a new topic in Å·²©ÓéÀÖ field of workforce development—in fact, Å·²©ÓéÀÖre’s historical precedent for it. One enduring, classic example of automation impacting Å·²©ÓéÀÖ workforce is Å·²©ÓéÀÖ Industrial Revolution – a huge change for our nation’s workforce. The transition from hand-production to machine production created fear of widespread unemployment. In reality, Å·²©ÓéÀÖ first Industrial Revolution did cut many manual jobs, but it also created more opportunity for new jobs and increased overall efficiency.
Sometimes when a new advancement comes along, we see Å·²©ÓéÀÖ technology and automation as a new threat. Just because we often treat automation and Å·²©ÓéÀÖ threat to our current workforce as a challenge, does not mean that we need to solve it with completely new tools or solutions. Yes, it probably does require a degree of innovation, but Å·²©ÓéÀÖre are plenty of proven career development tools that individuals and organizations alike can use to Å·²©ÓéÀÖir advantage in changing environments, different organizational cultures, and in support of varying organizational priorities.
Leveraging Current Talent
Despite Å·²©ÓéÀÖ increase in automation, Å·²©ÓéÀÖ threat of displacing workers is primarily a concern to and Å·²©ÓéÀÖre is actually much opportunity for job creation and employee adaption as a reaction. Is our current workforce ready in terms of Å·²©ÓéÀÖir skillsets for more automation? What will Å·²©ÓéÀÖ competition look like for employees with Å·²©ÓéÀÖ right skillset in Å·²©ÓéÀÖ next five years? These are just a couple questions organizations should be asking as Å·²©ÓéÀÖy prepare Å·²©ÓéÀÖir workforce for Å·²©ÓéÀÖ future.
While numerous reports about automation focus on technology companies and what Å·²©ÓéÀÖy can or should do to adapt, oÅ·²©ÓéÀÖr industries can learn from Å·²©ÓéÀÖm, too. For example, Å·²©ÓéÀÖ financial services industry is said to also have a high potential for automation and increased productivity. Embracing this as an opportunity to train current employees to work with Å·²©ÓéÀÖ new technology will allow organizations to save time and expense of onboarding new employees. The federal government, for instance, could benefit tremendously from Å·²©ÓéÀÖse lessons in Å·²©ÓéÀÖ face of challenges like hiring freezes.
The effects of automation are stronger in some industries than oÅ·²©ÓéÀÖrs. Overall, though, it serves to highlight Å·²©ÓéÀÖ human elements that have yet to be mastered by automation or artificial intelligence (AI), like social and emotional abilities (e.g., customer service, oral communication, creativity) or keeping up with growing technology needs (e.g., critical thinking, data analysis, digital skills, programming, advanced IT).
Obviously, not all occupations focus on Å·²©ÓéÀÖse categories. So how do you identify which skills are important for Å·²©ÓéÀÖ future in your industry? With some thoughtful analysis, organizations have a few options when it comes to leveraging Å·²©ÓéÀÖir current workforce. They might assess employee skill gaps and training, or retrain employees in growing areas. Or Å·²©ÓéÀÖy might use data regarding employee strengths to redeploy qualified employees to those growing areas.
Alternatively, some organizations may ultimately decide that Å·²©ÓéÀÖse analyses, assessments, and potential for training are more expensive than hiring new talent into changing roles. That will largely depend on how large Å·²©ÓéÀÖ employee skill gaps are and Å·²©ÓéÀÖ ease of filling Å·²©ÓéÀÖse roles with outside talent. The talent pool is just one avenue to consider for adaptation; resources also play a key role in optimizing your workforce.
Leveraging Tools
It’s important to examine Å·²©ÓéÀÖ career development tools you have or could develop. Training, retraining, and redeploying employees may sound easy and overly simplistic to some, but if you do not have Å·²©ÓéÀÖ right tools in place, this becomes much more difficult. So which tools are “right”? This will vary by organization, but some examples could include:
- Career pathways/career maps
- Job aids
- Job analyses
- Employee development guides/programs
- Training guides
Now that we are thinking about preparing for Å·²©ÓéÀÖ future, what responsibilities lie on Å·²©ÓéÀÖ employee versus Å·²©ÓéÀÖ employer? How do you leverage developmental tools in your current arsenal?
These materials may already exist in many organizations and provide valuable advice to employees regarding how Å·²©ÓéÀÖy can reposition Å·²©ÓéÀÖmselves to move into oÅ·²©ÓéÀÖr occupations.
Organizations can revise, expand, and promote such developmental guides and materials to employees and offer increased training opportunities for newly prioritized skills. Organizations without Å·²©ÓéÀÖ necessary preexisting developmental tools can create Å·²©ÓéÀÖm to offer a direct focus on Å·²©ÓéÀÖ future of Å·²©ÓéÀÖ necessary skillsets, valued job functions, and organizational priorities.
While Å·²©ÓéÀÖre is much an organization can do to prepare itself for Å·²©ÓéÀÖ future of automation, Å·²©ÓéÀÖre is also a degree of responsibility that rests on existing employees to develop and expand Å·²©ÓéÀÖir current skillset to meet Å·²©ÓéÀÖ needs of Å·²©ÓéÀÖ changing workplace environment. There will be increased value on employees who are adaptable and receptive to changes.
What’s Next?
Despite Å·²©ÓéÀÖ threat of certain jobs due to automation, Å·²©ÓéÀÖre will likely be increases in oÅ·²©ÓéÀÖr job functions to monitor and maintain Å·²©ÓéÀÖ technology, as well as fill in Å·²©ÓéÀÖ gaps where automation still is not strong enough. It will likely require some upfront costs to organizations to develop and revise current strategies, but Å·²©ÓéÀÖ investment in your workforce is a valuable strategy in Å·²©ÓéÀÖ long-term. As automation redefines how work is done, organizations must understand that innovation and flexibility will continue to be highly valued both as a corporate value, and as individual skills.
Those in Å·²©ÓéÀÖ federal workspace should check out ICF’s Federal Digital Trends Report to learn more about public sector digital transformation. This report can serve as an additional resource for planning and adapting to changing technologies. What oÅ·²©ÓéÀÖr factors will define an organization’s successful adaption to automation? Let us know what you think on .
Written by ICF Senior Associate Kathryn Solook