Trends in Workplace Automation, Reskilling and Job Openings
WorldatWork and Greenwich.HR Release Results of The Future of Work Survey
August 25, 2020
August 25, 2020 — Scottsdale, AZ — One in five organizations automated jobs in 2019 and, while manufacturing is often considered for automation, results of the survey indicate heavier activity in HR, finance and data analytics. Among those that did automate, they estimated 2.8% of jobs were impacted. For reskilling activity, 31% of organizations reported conducting workforce reskilling. These are some of the key takeaways from The Future of Work survey conducted by WorldatWork and Greenwich.HR. The survey also aligned with Greenwich.HR’s examination of 5.4 million job listings. (Journalists: contact email@example.com for a copy of the results.)
Other key findings:
A number of organizations are still relying on hiring rather than reskilling (41% doing this a lot or some)
Virtual assistants may be augmenting traditional office support roles as 45% of organizations are trying to reskill jobs in office and administrative support
There’s a heavy concentration of transportation roles being reskilled (86% moderate or high)
Virtual learning is the most common channel for reskilling efforts
On average, 33% of positions require a proficiency exam
60% of organizations rank budget and time the greatest reskilling challenges
For job openings overall, there’s been a 6% increase in openings requiring weekend work and increases reported for benefits such as PTO (7%) and dental/vision (4%)
The largest decline in job openings were for accounting skills (-16%), intern roles (-12%) and senior level roles (-11%)
An examination of over 5.4 million job listings conducted by Greenwich.HR indicates that for jobs more likely to be automated, over the last two years companies have increased emphasis on context-specific requirements and decreased emphasis on general knowledge and experience requirements.
“The data from Greenwich.HR lines up with what our survey reveals. Automation and reskilling are important components of any organization’s competitive workforce planning strategy today and into the future of work,” says Steve Boddy, Content Director, WorldatWork.
“Even in the last two years, companies have notably shifted how they define job requirements and how they communicate those requirements. They are becoming much more specific and companies are de-emphasizing general qualifications and knowledge,” says Cary Sparrow, CEO of Greenwich.HR. “During this period of high unemployment, companies are competing aggressively for talent. They’re positioning their non-pay rewards much more assertively than they were even two years ago,” he adds.