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Synopsis

India aims for inclusive employment by 2030, but challenges persist, stressed speakers and attendees at Zero Project India Conference 2024.

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India's journey toward being an inclusive and equitable society hinges on creating meaningful job opportunities for people with disabilities, experts say. Despite progress in policies and technology, barriers such as social stigma, accessibility issues, and lack of employment opportunities continue to hinder the integration of people with disabilities into the workforce. By 2030, India aims to dismantle these barriers, ensuring equal access to jobs for all.

According to the National Family Health Survey (NFHS-5) conducted by the Indian Council of Medical Research (ICMR) in 2019-21, 63.28 million people, or 4.52% of India's population, are living with disabilities. This is a significant increase from the 2011 Census, which reported 2.68 crore (2.21%) disabled individuals. The sharp rise in these figures calls for urgent intervention.

Regional disparities further highlight the uneven distribution of disability prevalence. For example, Sikkim reports a 2.98% prevalence rate, compared to just 0.9% in Daman and Diu. Notably, nearly 50% of the disabled population resides in five states: Uttar Pradesh, Maharashtra, Bihar, Andhra Pradesh and West Bengal.

To deliberate more on such pressing challenges and their potential solutions, the recently concluded Zero Project India Conference 2024 at The Leela Hotel, Gurugram, brought together global and national networks to discuss innovations and solutions for disability inclusion. The conference highlighted the urgent need to expand job opportunities for people with disabilities.

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According to the 2011 Census, 1.7 crore disabled individuals were non-workers, with females accounting for 54%. In the private sector, workforce participation remains low — only five of the Nifty 50 companies employ more than 1% of disabled individuals. Public sector enterprises, despite the mandate under the Rights of Persons with Disabilities Act (2016) to reserve 4% of jobs for people with disabilities, also fall short of this target.

Experts stressed a key solution to these challenges lies in technology, particularly artificial intelligence (AI). AI-powered tools can revolutionise how people with disabilities access education and skill development programmes, enhancing their employability. For example, AI-driven voice recognition software, text-to-speech applications, and predictive text technology offer support for those with visual or physical impairments. Virtual reality (VR) and augmented reality (AR) tools can create simulated training environments, providing practical, real-world experiences for job seekers.

Remote work, another AI-enabled innovation, offers a viable solution for those with limited mobility or transportation challenges. According to experts, this flexibility has the potential to greatly expand employment opportunities for disabled individuals. AI platforms can also help match candidates with suitable jobs, improving productivity and job satisfaction through better alignment of skills and roles.

Speaking at the event, Meera Shenoy, founder and CEO of Youth4Jobs Foundation, highlighted the importance of grassroots innovations and collaboration. "While policy frameworks exist, we need more focused efforts to ensure implementation and accountability. Youth4Jobs has touched 15 million households and impacted over 590,000 disabled youth across South Asia. By working with the government, over 1,500 companies, and civil society, we aim to build a more inclusive society," she said.

Michael Fembek, CEO of the Zero Project, emphasised the role of collaboration in driving disability inclusion: "The Zero Project India Conference 2024 offers a unique opportunity to connect our global networks with India's emerging innovations. Scalable solutions shared here can push the boundaries of what's possible, ensuring that disability is no longer a barrier to employment."

Government representatives attending the event also echoed these sentiments. Rajesh Aggarwal, Secretary of the Department of Empowerment of Persons with Disabilities, underscored the need to scale up initiatives and improve daily infrastructure for people with disabilities. He stated that while the corporate sector has made strides, there is still a need to scale initiatives and improve infrastructure for day-to-day living for persons with disabilities.

Martin Essl, Founder of the Essl Foundation, called for continued innovation, particularly in education and employment, to drive inclusion. "Together, we can create pathways that ensure no one is left behind. The momentum we’ve built today must translate into actionable change to make the world more inclusive," he said.

The Zero Project India Conference 2024 laid the groundwork for collaborative action, but experts affirmed the path ahead is challenging. The job creation gap for people with disabilities is not only a moral issue but also a missed economic opportunity. With the aid of AI and technology, individuals with disabilities can become key contributors to the workforce, driving both social inclusion and national economic growth.

As India works toward its 2030 goals, the push for disability inclusion will require stronger partnerships, greater accountability, and innovations that ensure every individual, regardless of ability, has a place in the nation's workforce.

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With extensive leadership experience in supply chain and operations management, Anupam Narayan has witnessed firsthand how technological advancements have revolutionized the logistics industry. Throughout his career, he has successfully led teams through the transition from traditional manual operations to highly automated systems, all while optimizing performance in distributed teams across various regions. His deep expertise, from integrating robotics and warehouse management systems to the emerging impact of artificial intelligence AI and machine learning ML, makes him an insightful voice in the field.

In this interview, Anupam reflects on the transformative journey of logistics and warehouse management, shares key strategies for managing distributed teams, and discusses the evolving role of AI in supply chain management. From balancing speed with cost efficiency to planning for peak demand surges, Anupam provides a comprehensive look into the future of logistics, drawing on his experience with large-scale technology rollouts and sustainable operations.

Anupam, as a senior leader with extensive experience in supply chain and operations, how have you seen technology transform warehouse management and logistics over the past few years?

It’s been an interesting journey from witnessing and executing traditional manual operations to automation. The transformation I have seen in my career has been phenomenal and game-changing. Some facets include introducing robotics, warehouse management systems, the Internet of things, and more recently artificial intelligence and machine learning. Robotics in particular have proven to be a breakthrough. Several new technologies have emerged such as automated guided vehicles and robotic arms that have made repetitive tasks safer, faster, and more accurate. Software has played a big role especially in warehouse management systems further leading to more accuracy in planning and execution. IoT, AI, and ML are still in the works and, I’d say we are in nascent phases.

You’ve led teams across various geographical locations. What strategies have you found most effective for managing and optimizing performance in distributed teams?

Interestingly, based on my personal experience it’s more about people than technology, data, or analytics while working with distributed teams and across different geographies. Technology, data, and analytics are for the most part location neutral. However, cultural alignment and the people component play a bigger role. For instance, in certain geographies, and with certain cultures one has to explain the why in greater depth behind decision-making than others. On the flip side, working with certain other geographies and teams getting buy-in is quicker. Having said that, we have to embrace this diversity of thought and leverage the competencies, strengths, and skillsets of all stakeholders to get the best out of the combined team.

How has the integration of AI and machine learning changed the landscape of supply chain management, and what future developments do you anticipate in this area?

AI and machine learning have come a long way in reshaping how industries operate, from planning to execution. But honestly, we’re just getting started. There’s so much potential that hasn’t been tapped yet. These technologies really shine when they have massive amounts of data to work with, but right now, the available data isn’t always enough for them to reach their full potential. Still, the progress has been incredible, making supply chains more efficient, responsive, and data-driven. We’ve seen huge improvements in things like decision-making, forecasting, inventory management, predictive maintenance, risk management, and quality control—it’s been a game-changer.

Looking forward, the possibilities are endless. Not only will we keep improving in these areas, but we’ll also see exciting advancements in autonomous supply chains, blockchain integration, predictive analytics, and even how humans and AI can work together. It’s an exciting time.

How do you balance the need for speed and efficiency with cost management in your logistics processes?

It’s certainly a trade-off and somewhat linked to your business model whether you are for a profit or non-profit. Customers like speed and efficiency but often it comes at a cost. Economies of scale support sustainable and sometimes even lower costs at higher speeds and efficiencies, it’s hard to claim that it’s a norm. Hence, it boils down to a willingness to pay from the customer’s perspective. Depending on who your customer is and how much is their willingness to pay, you should decide what’s right for your business.

As someone who has been involved in network-wide roll-outs of new technologies, what advice would you give to companies looking to implement large-scale technological changes in their operations?

It’s all about buy-in, in my opinion. Leveraging the strengths of all key stakeholders while maintaining an eye for diversity of thought is the secret sauce. My advice would be to have a plan, goal, and vision; execute this plan; and celebrate wins and success while embracing setbacks. It is important to pivot when the plan is not working and make mid-course corrections as needed. Although, I would also caution by saying, many times it takes time to see the true results of the plan. Rushing to change the plan is not ideal till it’s substantially proven to not work. Also, shy always from false positives. Occasionally, short-term results of such large-scale technological changes in a confined environment and under controlled situations do not show the full picture. One has to rinse and repeat to understand what works and what does not.

The concept of sustainability is becoming increasingly important in logistics. How are you seeing this play out in warehouse operations and supply chain management?

It’s a really important topic that people often undermine. If we run out of resources at sustainable costs, operations will no longer be viable in the long term. A few things to look at are more energy-efficient buildings and equipment, waste reduction and recycling, sustainable transportation and shipment methods, and the use of clean technology. Over the past few years, this is increasingly becoming a focus area for several organizations. The combined efforts of the industry present a good picture ahead of us.

Looking ahead, what do you believe will be the most disruptive change in e-commerce logistics over the next decade?

This is an interesting question. It’s really hard to predict the future. However, I do foresee automation making operations safer, more accurate, and faster. Natural large language processing, edge computing, cognitive automation, and quantum computing are probably no longer a dream but a reality in times to come. This will certainly revolutionize how supply chains work driving down costs and increasing accuracy.

You’ve managed operations during peak periods like major shopping events and holiday seasons. What lessons can other industries learn from how e-commerce leaders handle sudden surges in demand?

I’d begin with a principle I learned from my long-time mentor, Barry Salzberg: “Proper Planning Prevents Poor Performance.” Flexibility is crucial when planning and managing surges in demand. It’s a delicate balance—being too conservative can drive up costs, while being overly optimistic can leave you without enough capacity. The key is to create plans that are flexible but strong enough to handle major fluctuations, whether demand is higher or lower than expected.

In my experience, it’s important to focus on a few key areas well in advance of any anticipated surges: safety, manpower, capacity, software, identifying potential bottlenecks, and revisiting lessons learned from past surges. All of these factors contribute to smoother, more effective execution when the demand hits

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John Pierce is an entrepreneur with a focus on C-Suite consulting, M&A in the RIA segment, and a builder and leader of high-quality teams.

Technology has always had an impact on job markets. The efficiency it delivers often leads to reduced need for certain functions, no matter the industry. Considering some roles get eliminated entirely, it's understandable that new tech tools cause employees to panic about their relevancy. The increasing adoption of AI is no exception.

For example, when I was growing up, two key jobs were in high demand: coding and copywriting. Both careers were considered safe bets for professional security. But today, more companies are leaning on automation for these functions because it's more cost effective. There's a chance that, in the long term, there won't be a need for human coders or copywriters.

As AI begins taking over non-core, non-critical activities, it actually opens the door for new job classes to emerge. People in at-risk professions can learn to pivot their existing skill sets so they can fill those roles. For example, copywriters can apply their creativity to crafting the prompts that train generative AI models to produce desired outcomes. So it's clear we must embrace AI and learn to leverage this new dynamic if we want to stay competitive.

4 Steps To Prepare For AI Disruption

In the face of this new reality, it's vital to envision how AI may impact your career. Does it have the potential to put your position, employer or industry in jeopardy? If so, how can you protect your future? These four steps can help you make the right decision as this technology continues to disrupt job markets.

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1. Focus On Reskilling And Upskilling

The first step in preparing for the AI-driven future is adapting your skill set. For example, you may want to learn about data analytics or common programming languages. Then be sure to develop key soft skills that are more difficult to automate, like problem-solving and emotional intelligence.

2. Embrace Lifelong Learning

As further AI disruption comes our way, it's your choice to be proactive. But if you choose not to learn, you're limiting yourself. There are numerous benefits tied to lifelong learning, including enhancing your employment opportunities, developing personally and—my personal favorite after turning 60—improving your cognitive health and resilience to aging. Don’t just take my word for it. Back in 2007, Havard research associates Claudia Goldin and Lawrence Katz wrote a paper on how adapting to technological change can help narrow wage gaps.

Start pursuing academic opportunities, like certifications, that will prepare you for future tech advancements that could influence your career. See what educational opportunities your current employer offers—be sure to ask about any expense reimbursement policies—or take some free classes online.

3. Innovate Freely

Be open to technological innovation and its ability to improve your own efficiency and productivity. Even if your role doesn't sit in the CTO’s office, take the initiative to seek out AI solutions for current challenges at your organization. Experimentation can lead to innovative problem-solving, especially when you embrace collaboration and diverse thinking.

4. Network And Collaborate

Finally, start building a strong professional network that includes AI experts. Networking provides access to new information, diversity of ideas and, as needed, new job opportunities. We're all in the same proverbial boat related to AI. I've connected with AI experts so I can better understand the complexity—or, at times, the simplicity—of how this technology will impact our lives.

Am I concerned about AI? Yes. But am I also excited about where this leads us? Absolutely. Those who read my work know I'm both an optimist and a realist. It's amazing to be in the next business revolution, but we can't sit on our hands, waiting to see what happens. Participating in AI disruption is ultimately your choice, but choosing to embrace it will be your best bet for a secure future.

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

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As AI automates routine tasks, entry-level roles will focus on quality assurance and strategic contributions.

Generative AI is on track to transform entry-level roles across industries, with 64% of leaders expecting these positions to evolve from creation to review and refinement of outputs within the next three years. The percentage of managers holding a similar view stood at 71%, according to new research from the Capgemini Research Institute.

The findings suggest the traditional model of junior employees manually creating content, data, or code is rapidly being replaced by generative AI, which can generate these outputs in a fraction of the time. As a result, employees in these positions will focus more on quality control, critical analysis, and ensuring AI outputs meet business standards, the report added.

The findings are based on Capgemini Research Institute’s May 2024 survey that involved 1,500 executives and 1,000 entry-level employees from 500 organizations with over $1 billion in revenue, to explore generative AI adoption.

The report revealed that employees expect gen AI will manage an average of a third of their tasks (32%) within the next 12 months, indicating a potential productivity boost. This shift is expected to be felt most acutely in roles that traditionally involve manual content creation, data entry, or routine customer service tasks.

“Generative AI tools are becoming more adept at assisting with complex managerial tasks, which could challenge the status quo of organizational structure and ways of working,” Roshan Gya, CEO of Capgemini Invent and a member of the Group Executive Committee said in a press note. “This shift allows employees to focus on higher-value activities, unlocking new perspectives and challenging assumptions.”

Increased autonomy for junior employees

The widespread integration of AI into the workplace will not only change the nature of entry-level work but also grant more autonomy to junior employees.

According to the data, 52% of leaders and managers expect entry-level positions to gain greater independence as AI becomes more embedded in daily workflows. For example, in industries such as supply chain and logistics, AI will take on tasks like inventory management and order processing, allowing junior analysts to focus on strategic tasks and project management.

As AI continues to manage mundane tasks, junior employees will have more opportunities to make decisions that were previously the domain of higher-level staff. This will enable them to fast-track their careers and assume greater responsibilities early on, the report stated.

The report reveals that 51% of leaders believe AI will accelerate the career progression of entry-level employees. With AI automating routine functions, junior employees will gain exposure to more strategic elements of their roles, moving into management positions much faster than traditional career paths have allowed. AI will facilitate this shift by providing employees with the tools and data necessary to make informed decisions and take on supervisory roles.

“It should be noted that this shift depends on several factors: clarity on skills requirements at higher levels; the ability of junior employees to develop these skills (often tied to experience, which cannot be fast-tracked); and the availability of opportunities available for the shift,” the report pointed out.

It further added that “Organizations must prioritize building the skills and readiness of junior employees as part of a clear roadmap for employees’ journeys to people leadership or functional/technical leadership. This requires proactive steps around talent acquisition, development, skilling, and review and reward mechanisms.”

This transformation is already visible in fields such as marketing, customer service, and even technical domains like software development.

“We’re seeing AI take over foundational tasks in these sectors, and junior employees are becoming curators of AI work, rather than creators,” the report said.

With AI’s involvement, the proportion of managers within teams could expand from 44% to 53%, reflecting a broader move toward specialized roles that focus on managing AI-human collaborations.

Productivity gains but upskilling gaps remain

The findings from the report suggest that while AI adoption promises significant productivity gains — potentially saving 18% of time for entry-level workers — there are concerns about the readiness of employees to leverage these tools.

Despite the optimism about AI’s role in career acceleration, the report highlights a significant gap: only 16% of employees feel they are receiving adequate training in AI-related skills from their organizations. This gap poses a major challenge for companies that want to fully harness the benefits of AI, especially at the entry level.

“Without the proper training and resources, employees won’t be able to maximize the potential of AI,” the report cautioned, urging organizations to prioritize formal training programs to ensure their teams are ready for the AI-driven future​.

The path ahead

Despite the promise of Gen AI, adoption remains nascent. While 64% of workers already use Gen AI tools, the report stated that only 20% use them daily.

This gap between AI’s potential and actual usage underscores the need for clearer guidelines, comprehensive training, and better integration of AI tools into existing workflows. As organizations continue to explore AI’s capabilities, defining roles and responsibilities for human-AI collaboration will be key to ensuring accountability and cohesion across teams.

With 81% of leaders expecting new roles like AI ethics specialists and data curators to emerge, the landscape of entry-level work is on the verge of a significant transformation. The future of work, it seems, will be less about replacing human effort and more about enhancing it through strategic collaboration with AI.

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The supermarket giant has increased pressure on employees with a new framework that warehouse staff describe as ‘bullying’ and unsafe

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Tim* has worked in a Woolworths warehouse for more than a decade. He’s helped load trucks and done other jobs, but mostly he “picks”.

When he arrives at work, he puts on a headset that tells him where to go, what items he needs to take from the shelves and pack and how long it should take him to do it. All the while, the company measures his productivity and pushes him to go faster.

For years, the company has tracked almost every minute of his day. Take a long bathroom break and a team leader might ask where he’s been. His performance percentage out of 100 appears on the screen when he clocks off, based on an algorithmic management system that predicts how long it should take to do each task.

With a market capitalisation of about $40bn, Woolworths is one of Australia’s largest companies. This kind of tracking and time pressure isn’t unique to the supermarket chain, but workers who are responsible for keeping shelves stocked claim they are increasingly being pushed to comply with unrealistic and risky standards.

Late last year, the company introduced a new framework to enforce an efficiency rate for picking of 100%. Workers who weren’t meeting the standard would be put into a coaching program. Some were directed to “stop all time wasting and non-productive behaviors”, according to warning letters seen by Guardian Australia. Failure to improve could lead to disciplinary action and even loss of employment. One worker described it as a “bullying” tactic.

Tim, who is over 60, said he was pushed to improve his rating. He got it to more than 80%, then 90%, then 100%, he said, but in his effort to work harder, faster, he was injured.

“You might get someone that’s … 20 years old and goes to the gym every day. And someone like me. I’m getting the average between him and me,” Tim said. “Obviously, I can’t keep up with him.”

“We’re going down the same path as Amazon,” said another worker, Ross*. “We’re not robots, we’re humans.”

A spokesperson for Primary Connect, Woolworths’ supply chain arm, said its coaching framework helped “to ensure a fair approach to the standards is applied to any personal circumstances or abilities”.

“As the country’s largest private sector employer, we are committed to ensuring that our workplaces are safe and productive for our teams and customers,” she said.

Efficiency v reality

Work in a Woolworths warehouse can be relentlessly physical: stacking products and boxes that can weigh up to 18kg on to pallets, wrapping them and getting it all into trucks. Much of this is timed.

The amount of time workers have to complete a task is meant to reflect how long it would take “a person with reasonable skill, applying reasonable effort”, a baseline of performance known as “engineered standards”, according to a memo issued by Primary Connect.

But Guardian Australia spoke to a dozen current and former workers for Woolworths and Primary Connect, who claim the standards are unfair and putting their safety at risk. All requested anonymity for fear of losing their jobs.

As more people shop online, there’s been growing attention to the treatment and tracking of workers in warehouses run by e-commerce conglomerates like Amazon. In June, the state of California fined the company for failing to properly disclose its productivity targets to workers – a decision the company is reportedly appealing. But Australian warehouse workers have long been subject to this style of control. Engineered standards were introduced by Australian supermarket chains in the late 1980s and 1990s and were the target of industrial action.

“It’s a fantasy of total efficiency,” Christopher O’Neill, a research fellow at Deakin University who studies workplace automation, said of engineered standards. “The argument was: this was a ‘scientific’ way of rationalising work and eliminating wasted time,” he said.

“It’s basically a pseudoscientific veneer over this kind of fantasy of being able to control every second of every day.”

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This year, Woolworths workers told the United Workers Union (UWU) that safety “could be jeopardised if pressure is placed on workers to work faster”.

According to the union’s submission to the Australian Competition and Consumer Commission’s supermarkets inquiry, the standards don’t adequately take into account “gap times” – moments when a task cannot be completed because there is congestion in an aisle, a product is missing, or a spillage.

One worker described a recent job to Guardian Australia where she was told it should take 14 minutes to pick 96 items from multiple locations, which she said was “not achievable”. Others say the times don’t adequately take into account the need for longer bathroom breaks, variations in physical ability or worker fatigue throughout the day. The rates are meant to be reviewed every two years to reflect changes in the warehouses.

While 100% has long been the target, workers said this wasn’t strictly enforced until recently, so long as they were consistent and not taking long breaks. Older workplace documents state that “100% is our goal, not our minimum expectation”.

The new “Coaching and Productivity Framework” included “Glidepath”, a new “timeline” to push workers to improve and reach 100% performance, according to documents seen by Guardian Australia. If they didn’t meet the required targets and there were no mitigating factors, the worker would be “counselled and may be disciplined”.

After strong worker pushback, the framework was “paused” before it was rolled out to all sites – but workers are concerned it will be reintroduced.

According to the Primary Connect spokesperson, the standards that outline how long it should take to complete a task are based on a person “working at a safe and conscientious pace that can be maintained for the duration of a shift”, while the framework helps provide a “consistent approach” for its teams.

They said the company has listened to feedback from workers and the union on the framework, “and will engage our teams in the distribution centres in due course”.

Susannah* was picked for the program and warned after being told her performance was less than that of others on her team. She said she was told she would have to be retrained, despite working at the site for years, and was expected to climb to about 90% in just a few weeks. She said it was “humiliating” to be followed around the warehouse by a “coach”, just as it causes daily embarrassment to have your efficiency score shown on the screen for anyone to see when you clock off for the day.

The framework documents say that the engineered standards have not changed, but according to the UWU’s research and policy officer Lauren Kelly it represents “a sharp break” from how they were enforced as recently as last year.

“My worry, and the worry of the members, is that the response will be that we just need better data on how long it takes to do these tasks,” Kelly said. She claims the system is designed to be “disciplinary and coercive”.

‘It’s just pressure, pressure, pressure’

It’s difficult for some to reach 100% without rushing or taking shortcuts, workers say. Some jobs might be simple, but others are like “playing Tetris on a pallet”.

There’s also congestion – the forklifts and other items clogging the aisles. In the warehouse where Tim works, several workers say the standards don’t sufficiently account for the building’s layout, including the location of bathrooms. Neither are glitches in the voice pick technology itself. According to a memo introducing the new framework, seen by Guardian Australia, any unexplained “gap time” should not exceed five minutes on top of the expected standard.

“They say, ‘Oh, it’s all built [into] the standards’, but the problem is it doesn’t cover that gap,” Tim said. Exemptions to the 100% standard are “rare”, according to the Primary Connect memo, and for situations where a worker is pregnant or has a disability.

The recent push for 100% led to injuries as well as mental stress, workers say. “These people go a bit harder and those little niggles that they’re managing are now injuries,” Tim said. “It’s just pressure, pressure, pressure.”

According to preliminary data from Safe Work Australia, there were 1,283 serious claims in grocery, liquor and tobacco product wholesaling in 2022-23 – accepted workers’ compensation claims that resulted in an absence from work of one working week or more (this data precedes the new framework). That’s a frequency rate of 13.5, compared with food manufacturing, which was 11.4, or coal mining at 11. The frequency rate is calculated by the number of claims per million hours worked.

In June 2023, warehouse worker Basel Brikha was killed after pallets collapsed on to him at a Woolworths site in western Sydney. A SafeWork NSW spokesperson said the investigation was ongoing. Guardian Australia understands Brikha was not working under engineered standards at the time of his death.

Workers say Safe Work numbers are unlikely to reflect true rates of injury, as casuals may not report incidents for fear of losing shifts.

Sammy* has worked at a Woolworths distribution centre for about four years. First as a casual with a recruitment agency and eventually full-time. Each roster, he might be sent to a different part of the warehouse: manual pick, for example, or salvage, where they sort through returned goods from the stores.

He felt his back getting weaker and sore. Eventually he was diagnosed with bulging discs in his spine, aggravated by work, but treatments like cortisone injections haven’t helped. For a while he had no complaints about how he was treated. He had workers compensation, and was put on light duties, but after about a year, he was back to normal work, he said.

“If they’re sending me to salvage or maybe manual pick … I’m scared that I’m going to be feeling pain after I finish work.”

Automation on the horizon?

Some workers leave because of the pressure. Jake* worked at a Woolworths distribution centre in Perth about three years ago, via a labour hire firm. He was a pick-packer, and even then he felt the engineered standards were often unrealistic.

In one section with dog food or soft drinks, for example, the pick rate might be fairly reasonable. But in another, say alcohol, the beer and wine boxes were heavy and all different sizes. Nevertheless, they all had to fit together on the pallet.

“I remember getting a pick estimated time for two pallets that was mostly cartons of beer and it was something like 19 or 21 minutes and I ended up doing it in 45,” he said. “And so of course, that dropped my efficiency percentage way down.”

Jake did receive training in the safe ways to pick things up, but said once you’re on the floor and have efficiency percentages hanging over your head, that goes out the window. “You’ve got the time limits, you’re rushing, you’re panicking. You’re not thinking. And so … the risk of injury is there,” he said.

Phil* worked at the same Perth distribution centre with Jake. “It was pretty difficult to achieve 100% efficiency,” he said, “even after working my arse off and completing the job as quickly as I could.”

Eventually they both left, partly because of the frustration over pick rates. “I was like, I can’t do this. There’s no way I can get to that level without physically hurting myself,” Jake said.

There are fears the new enforcement of standards and workplace surveillance could be a way to push some workers out. In recent years, Woolworths has announced plans to close three warehouses in Sydney and Melbourne and replace them with two new sites with more automation – a move that will see hundreds of job losses.

“If a warehouse just materialised with full robots that could do the work, they wouldn’t hesitate to get rid of us,” Tim said.

* Names have been changed

Do you know more? Contact ariel.bogle@theguardian.com

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Senior Python Developer, AVP - Onsite

Who we are looking for
We are seeking a highly skilled Senior Python Developer with extensive experience working with data to join our team. The ideal candidate will have a strong background in Python, Spark, and PySpark, as well as experience in shell scripting, SQL while following the Software Development Life Cycle (SDLC) processes. You will be responsible for ensuring high-quality code through rigorous testing practices and be involved in designing and developing scalable data solutions. You will use your knowledge of object-oriented design best practices to solve challenging problems in the trading systems space.

ONSITE: Due to the role requirements this job needs to be performed primarily in the Boston office OR Canada Office with some flex work opportunities available.

Interview: 1st interview will be via Video and second interview will be onsite

What you will be responsible for

• Work independently and within team settings to analyze, design, develop, test, and debug large and complex software enhancements and solutions
  
• Design, develop, and maintain scalable data processing applications using Python and PySpark
  
• Participate in all phases of the Software Development Life Cycle (SDLC), including requirements gathering, design, development, testing, deployment, and maintenance
  
• Implement best practices in coding, testing, and documentation, ensuring high-quality code delivery
  
• Develop and maintain unit tests, integration tests, and automated test suites to ensure the robustness of data solutions
  
• Work closely with data engineering teams to build and optimize data pipelines on distributed systems (e.g., Spark, Hadoop)
  
• Leverage your expertise in shell scripting to automate data workflows and ensure system reliability
  
• Write and optimize complex SQL queries for data extraction, transformation, and analysis
  
• Collaborate with data scientists, analysts, and other developers to implement robust data solutions
  
• Lead code reviews, provide mentorship to junior developers, and advocate for test-driven development (TDD) and continuous integration (CI/CD) practices
  
• Monitor, troubleshoot, and improve the performance of existing framework and python code
  
• Ensure proper documentation and testing of all data solutions developed
  

What we value
These skills will help you succeed in this role

• 5+ years of professional experience in Python development, with a focus on data-intensive applications
  
• Proven experience with Apache Spark and PySpark for large-scale data processing
  
• Strong hands-on experience with shell scripting (e.g., Bash) for automating tasks and data workflows
  
• Solid understanding of SQL and experience working with relational databases (e.g., Oracle, sparkSQL) and query optimization
  
• Experience in SDLC, particularly in applying software development best practices and methodologies
  
• Experience in creating and maintaining unit tests, integration tests, and performance testing for data pipelines and systems
  
• Familiarity with big data platforms like Hadoop, Hive, or Databricks
  
• Experience with cloud platforms such as AWS for data infrastructure and services is preferred
  
• Familiarity with version control systems like Git and CI/CD pipelines for automated testing and deployment
  
• Excellent problem-solving skills and the ability to work independently and collaboratively in a team environment
  
• Strong communication skills and the ability to present technical concepts to both technical and non-technical stakeholders
  
• Excellent object-oriented design skills
  

Education & Preferred Qualifications

• Masters or B.S. degree in Computer Science or related field
  
• 8+ years' experience developing object-oriented software such as Java
  
• Experience in financial industry or trading systems is a plus
  

Additional requirements

• Knowledge of data formats like AVRO, Parquet, and working with complex data types
  
• Experience with Apache Kafka for real-time data streaming and Kafka Streams for processing data streams
  
• Experience with Airflow for orchestrating complex data workflows and pipelines.
  
• Expertise or interest in Linux
  
• Exposure to data governance and security best practices in data management.
  

Are you the right candidate? Yes!
We truly believe in the power that comes from the diverse backgrounds and experiences our employees bring with them. Although each vacancy details what we are looking for, we don't necessarily need you to fulfil all of them when applying. If you like change and innovation, seek to see the bigger picture, make data driven decisions and are a good team player, you could be a great fit.
Why this role is important to us
Our technology function, Global Technology Services (GTS), is vital to State Street and is the key enabler for our business to deliver data and insights to our clients. We're driving the company's digital transformation and expanding business capabilities using industry best practices and advanced technologies such as cloud, artificial intelligence and robotics process automation.

We offer a collaborative environment where technology skills and innovation are valued in a global organization. We're looking for top technical talent to join our team and deliver creative technology solutions that help us become an end-to-end, next-generation financial services company.

Join us if you want to grow your technical skills, solve real problems and make your mark on our industry.

About State Street
What we do. State Street is one of the largest custodian banks, asset managers and asset intelligence companies in the world. From technology to product innovation, we're making our mark on the financial services industry. For more than two centuries, we've been helping our clients safeguard and steward the investments of millions of people. We provide investment servicing, data & analytics, investment research & trading and investment management to institutional clients.
Work, Live and Grow. We make all efforts to create a great work environment. Our benefits packages are competitive and comprehensive. Details vary by location, but you may expect generous medical care, insurance and savings plans, among other perks. You'll have access to flexible Work Programs to help you match your needs. And our wealth of development programs and educational support will help you reach your full potential.
Inclusion, Diversity and Social Responsibility. We truly believe our employees' diverse backgrounds, experiences and perspectives are a powerful contributor to creating an inclusive environment where everyone can thrive and reach their maximum potential while adding value to both our organization and our clients. We warmly welcome candidates of diverse origin, background, ability, age, sexual orientation, gender identity and personality. Another fundamental value at State Street is active engagement with our communities around the world, both as a partner and a leader. You will have tools to help balance your professional and personal life, paid volunteer days, matching gift programs and access to employee networks that help you stay connected to what matters to you.
State Street is an equal opportunity and affirmative action employer.

Salary Range:
$100,000 - $160,000 Annual
The range quoted above applies to the role in the primary location specified. If the candidate would ultimately work outside of the primary location above, the applicable range could differ.

Job Application Disclosure:
It is unlawful in Massachusetts to require or administer a lie detector test as a condition of employment or continued employment. An employer who violates this law shall be subject to criminal penalties and civil liability.

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Job ID R-751647

Click here to view original web page at www.tno.nl

Search 2 keywords found: productivity,technology,software,mobility

More and more Dutch companies are facing a shortage of drivers ‒ especially for repetitive operations such as shunting, loading, and unloading at distribution centres, in ports, and on industrial estates. This is not the only challenge in logistics, argues Jorn Gijsbers, Business Development Smart Vehicles at TNO.

‘The growth of e-commerce will put further pressure on the logistics chain over the coming years, increasing the need for efficiency. Yard automation will allow us to perform the same operation flawlessly and safely 100 times over, making the logistics process more stable, predictable, and manageable. This offers great savings potential for companies. With CEYAS, we want to demonstrate that automation can be deployed in a cost-effective and scalable way in simple use cases.’

A single operator for multiple trailers

CEYAS is a vehicle-independent automation concept that automates repetitive operations at yards. It was first demonstrated at Automotive Week in April 2023, where TNO used the automated driving technology developed with major OEMs for the first time on an electric trailer mover: Verhagen Leiden’s V-Move. Thanks in part to an angle sensor from WENOVA.EU, the trailer managed to complete a challenging test course automatically.

The V-Move is capable of moving standard trailers in enclosed areas, such as when loading, unloading, parking, or electric charging. An operator oversees the movements and can take control if necessary. Because a single operator can operate multiple V-Moves, employee productivity is boosted and logistics movements are made safer and faster.

What is more, the trailer operator does not need to have a driving licence to operate the system, which lowers the qualification requirement. The concept is also scalable, as the trailer does not need to be modified. Finally, the trailer movers are operated electrically, reducing the yard’s environmental footprint.

‘In the use cases envisaged by TNO, the V-Move can be operated either manually or automatically, all done from the control tower that has been added.’

Ron Wouters

Senior System Engineer at TNO

Substantial further development

Following the initial demonstration, CEYAS has been developed further by the innovation partners, says Ron Wouters, Senior System Engineer at TNO. ‘Since the first demonstration, we’ve made a number of reliability and safety improvements. In the use cases envisaged by TNO, the V-Move can be operated either manually or automatically, all done from the control tower that has been added. This consists of two screens: one for remote operation and another for automated driving.’

‘The remote operation system is a tried-and-tested development by partner V-Tron. In automatic mode, the V-Move follows a pre-programmed route. Moreover, we’re now using LiDAR technology for localisation, which works much more reliably in a built-up environment than the GPS we previously used.’

Convincing demo

A year and a half after the first CEYAS demo, a second one took place at the Automotive Campus in Helmond in front of over 60 potential users and technology partners. They had the chance to see for themselves the added value that this form of yard automation can bring. The remote operator started by manoeuvring the V-Move under the trailer into the dock. Once coupled, the trailer mover travelled along a pre-programmed route across the shunting yard fully automatically. The V-Move performed a turning manoeuvre independently and proved itself capable of docking the trailer in a narrow doorway with great precision.

Wouters: ‘We can see in practice that there is a kind of an interaction between the automated driving and the remote operation. When approaching pedestrian crossings or performing special manoeuvres, for example, it may be safer to operate manually.’

‘We want to know what there’s a need for, and how the technology will eventually be integrated into a user’s logistics processes.’

Ron Wouters

Senior System Engineer at TNO

Testing is crucial

Verhagen Leiden, V-Tron, and TNO have already taken the technology to a late stage of development. However, to get to an even higher technology readiness level (TRL), an end user is needed to step in, as Ron Wouters explains: ‘We could explore this concept a lot further – but to do this most effectively, we’d need to work closely with an end user as an innovation partner.

‘After all, we want to produce a solution that will actually be used. We want to know what there’s a need for, and how the technology will eventually be integrated into a user’s logistics processes. If you really want to add value, you need to embed technology in your logistics process. And you can only do that by testing that technology in real-life situations.’

Rick Verhagen of Verhagen Leiden agrees with Wouters. ‘Testing is who we are. We always want to deliver a solution that works in practice, so we often sell machines on a ‘no cure, no pay’ basis. Of course, it would be nice if a client purchased 50 trailer movers in one go – but I’d be equally happy to have a partner on board that wants just a single one, simply to build experience together.’

Learning by doing

What does the ideal innovation partner and use case look like? Jorn Gijsbers: ‘We’re looking for a partner that sees the problem for what it is and wants to work with us towards an innovative solution. A partner that understands that this technology is not completely ready yet, but is confident that something good will come out of it.’

‘In addition, the use case should be clear. I can see a lot of experiments with yard automation in the market that I think are too complex, such as in mixed-traffic situations. Let’s start with simple use cases. Learning by doing is very important at this stage. I can’t see anything that we can’t solve. I envisage us really working on a use case together with a partner on site. In that sense, it helps that TNO has specific knowledge of logistics processes.’

Gijsbers stresses that there is no time to lose and the time for action is now. ‘We need to get going. The Netherlands won’t be able to remain an important logistics hub in the future without some form of yard automation. Eventually, this will become part of a highly automated chain – but the place to start is in the yard, which is where the biggest gains can be made in the short term. Of course, you have to be willing to invest to be among the frontrunners, but that lead will be worth a lot in the end. Of that I’m sure.’

5 - 7 november 2024 | Discover CEYAS at Logistica Next

During Logistica Next and ICT & Logistiek from 5 to 7 November at the outdoor area of the Jaarbeurs in Utrecht, we will present a groundbreaking demonstration. You will see how our vehicles with trailers drive autonomously on a new terrain. Additionally, we will introduce you to the advanced Tele-operations and Control-tower functionalities of CEYAS. These technologies not only improve efficiency but also enhance safety in the logistics sector.

Register now (opens in a new window or tab) (refers to a different website)

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  Jorn Gijsbers

  Functie: Business Development Smart Vehicles More about Jorn
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Paving the way for safe Autonomous Driving with Software-Defined Vehicles

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Insight

7 October 2024

The future of Cooperative, Connected, and Automated Mobility (CCAM) hinges on the development of Software-Defined Vehicles (SDVs) that are both safe and reliable.

Read more over Paving the way for safe Autonomous Driving with Software-Defined Vehicles

Context-aware motion planning crucial for future of automated driving

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Insight

7 October 2024

Read more over Context-aware motion planning crucial for future of automated driving

Is it safe for self-driving cars to hit the road yet?

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Insight

7 October 2024

Read more over Is it safe for self-driving cars to hit the road yet?

Safe co-drivership with AVs requires advanced Human-Vehicle Interaction and Driver Monitoring Systems

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Insight

7 October 2024

Read more over Safe co-drivership with AVs requires advanced Human-Vehicle Interaction and Driver Monitoring Systems

Safe automated driving

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Read more over Safe automated driving

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Click here to view original web page at www.ons.gov.uk

Search 2 keywords found: productivity,services,technology,software,technical

Public sector managers’ views on their organisations’ management practices, administration, technology and innovation, and on how these affect productivity.

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Table of contents

1. Main points
2. Overview
3. Views on productivity
4. Management practices
5. Administration
6. Artificial intelligence (AI) to improve productivity
7. Glossary
8. Data sources and quality
9. Related links
10. Cite this article

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1. Main points

• Across the public sectors, managers that described their organisation as creating a collaborative working environment felt encouraged to make improvements through innovative methods.
• Managers from across the sectors felt that while their organisations were open to change, innovation was challenging when there was pressure to be productive in day-to-day tasks.
• Managers in more public-facing sectors said they and their staff found it difficult to reserve time specifically for administrative tasks and sometimes needed to work out of hours.
• Managers in central and local government sectors were more likely to use automation and Artificial Intelligence (AI), to be open to taking risks and experimenting with new technology, and to be open to taking on costs to invest.
• Managers in more public-facing sectors tended to be more cautious and uncertain about the use of AI, particularly using virtual assistants as first point of contact with vulnerable groups, such as mental health patients or victims of crime.

!

The findings in this article are based on qualitative analysis. Therefore, it is not possible to quantify their importance and they cannot be applied to wider population groups. Quotes represent participants’ views only.

Back to table of contents

2. Overview

This article contains summary findings from qualitative research undertaken by the National Centre for Social Research (NatCen) on behalf of the Office for National Statistics (ONS). As part of our Public Services Productivity Review, we at the ONS conducted a pilot Public Sector Management Practices Survey (PSMPS) in Summer 2024, which collected information from organisations across the public sector about their management practices. Findings from the survey are published in our Public Sector Management Practices Survey pilot, UK: 2023 bulletin.

This qualitative research complements the PSMPS with the aim to explore public sector managers’ views on their organisations’ management practices. The research particularly explores views on the types of administrative tasks carried out and their impact on productivity. It also explores opportunities and barriers to innovation, including the use of automation and artificial intelligence (AI), to improve productivity. This research also complements findings from the further analysis of the public sector time use survey released by the Office for National Statistics on 21 October 2024.

The findings are based on 15 in-depth interviews and four focus groups with managers in the public sector, and five interviews with former civil servant managers who had left the Civil Service within the last two years. Throughout this article, the education, health, fire, and police sectors are referred to as “more public-facing sectors” or those with “frontline” duties.

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3. Views on productivity

Managers offered different views on the meaning of productivity. Often it was highlighted that there was not a single definition or understanding of productivity, but rather several that depended on the different roles and responsibilities of staff and teams, within a setting or organisation.

Some managers advised against framing staff performance in terms of “productivity”. They felt that staff were already working “hard” within a context of staffing shortages, and that too much emphasis on productivity in terms of numbers and targets over quality could put undue pressure on staff and could undermine staff morale, retention and achieving positive outcomes.

It's all about how many you can get in and not really about the quality of the care. It's more about that list is so high and that list needs to come down.

Some managers also felt that human resource (HR) departments and trade unions should be involved in workforce planning to consider the type of workforce and skills needed to improve focus on task prioritisation (related to core job elements) and work-life balance. For example, one manager in central government said productivity was not just about using new technology, but also having a “people” strategy in place:

So, one of the reasons I have a digital director is, it's [their] job to deliver the benefits we've decided we want to realise from technology… and, actually, [my HR manager] then has the problem of wondering how do we redeploy and reskill the colleagues that become free as a result of technology taking their jobs.

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4. Management practices

This section focuses on management practices such as decision making, problem solving and approach to innovation when considering ways to improve productivity.

Decision making and problem solving

Managers who have more ability to influence decision making, particularly when supported by data, felt they were better placed to identify issues and take action to improve productivity. However, the extent to which they felt able to make and contribute to decision making varied and was linked to structural and cultural factors. This included the size of the organisation and proximity of staff to senior decision makers, levels of autonomy and whether organisations encouraged and supported staff to provide feedback and collaborate.

Managers in larger and more dispersed organisations (such as NHS trusts and fire service who were accountable to national services but organised on a more local basis) said they lacked shared spaces where they could interact regularly with senior decision makers, making it more difficult to communicate ideas and influence decisions.

Similarly, managers from the health, fire, and police service said that although they had some autonomy in decision making, particularly related to productivity, it was difficult to communicate problems and ideas for change because of the remoteness of senior managers.

Some managers felt empowered to influence decision making and take action to improve productivity where their organisation encouraged and supported staff to provide feedback and work collaboratively. This was more common in central and local government.

We've set a five-year corporate plan of what we're trying to achieve strategically, and then we set, with the support of the board, and in quite a consultative and collaborative way with senior colleagues in the organisation, we set a plan for what are we trying to deliver each year.

Approaches to innovation

Managers described both informal processes built on discussions and reflections on existing practice to make continuous improvements and more formal “transformation-type” projects led by senior leaders involving data-driven performance monitoring and consultation phases. Those adopting the more formal approaches tended to be based in the central and local government and health sectors.

Managers discussed multiple approaches to promoting innovation, including a collaborative culture where staff were encouraged to think about how they could do things more efficiently, and where there were regular opportunities to share their views and lead changes. They discussed carefully piloting (and providing clear rationales for) any proposed innovation to increase organisational commitment, and providing adequate training where any innovation or new technology was introduced.

We have local team meetings. The team, all the time, are like, can we try this, can we try that, even if it's just local stuff… So, we have a senior team meeting every week, so we'd take it to the senior team that the team wish to implement this or try this. It'll always be a discussion and unless someone's got a glaring reason why it's unsafe or illegal.

Yes, [in the Civil Service] they did encourage people to get involved in changes and improvements, if you wanted to work on something like that, then they'd probably be quite happy for you to get involved, and I did do that.

Managers in central government talked about how they encouraged recruitment of ambitious staff to bring new energy, expertise and ideas related to innovation.

We recruit bright [staff] that have used lots of clever computer kit, and we encourage them to try and apply those to the technical problems we're trying to solve.

However, managers also identified barriers that could affect an organisation’s ability to encourage innovation, described under the following subheadings.

Lack of communication

Some managers described little to no regular contact between middle managers and senior leaders.

Resistance to change

This was particularly mentioned in the health sector, where managers identified resistance from staff to do things differently often because they believed that staff did not want to take time out to learn something new.

I think with the resistance [to innovation and technology], particularly [this is at] lower levels, I think a lot of it is, a lot of, they don't want their job to be harder with learning something new or doing it in a new way. It's easier to do what you've always done.

I think in public sector, you do have a bit of a barrier when it comes to introducing new technologies and having to go through either some sort of a procurement process or there simply not being a will to change.

Slow decision making

Some managers in the education sector talked about how drawn-out decision making made it difficult to plan ahead and allocate budgets for setting salaries, and investing in innovations, technology or training.

It's like playing Russian roulette every year… The later we find out [about budget allocations], the more difficult it is for us to plan, and then we're making people redundant, or we haven't taken people on that we could have done, because we were working on a higher percentage. It's really difficult, and when 80% of your budget is on staffing.

Lack of capacity and financial resource

Some managers felt that innovation-focused interventions could take a substantial amount of time to implement and noted that new technology is expensive. Managers in the education, police and fire sectors reported lacking the necessary resource to make and implement purchases.

Well, yes, cost is a concern, but it's more to do with the fact that we've only got a finite budget. I think when you look at the way budgets are broken down, particularly I'm quoting figures that – of the budget that we get as an organisation, I think 90% of our budget goes on staff wages. We haven't got the capacity to spend money freely on developing software solutions in the way that you have bespoke written products. We have to buy products off the shelf.

While many managers felt their organisations were open to change, innovation was challenging when there was pressure to be productive in day-to-day tasks. Mid-level managers in more public-facing sectors expressed the challenges of being innovative when departments set targets that were seen as being often unachievable. For example, because of the demanding nature of policing, managers said it was more important for them to prioritise the basics of their roles and achieve productivity in that respect. They felt that they did not have time to think about how they could improve productivity.

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5. Administration

Managers described a wide range of administrative tasks, a lot of which involved a degree of “paperwork”, such as printing forms, manual data entry and filing. Other administrative tasks mentioned included emails, people management, planning and project management. These tasks were either carried out by dedicated roles or as part of a wider role. These findings align to those from the ONS public sector time use survey where it was found that 60% of public sector workers’ time was spent on 'non-sector specific' activities, which include specialised tasks such as data analysis, research and project management, and tasks such as meetings and events.

There were some variations on administrative tasks by sector. While all managers’ roles included email correspondence, this was more prominent in the central and local government sectors. Administrative tasks within the education sector involved correspondence with parents or students, and within the health sector, this included booking appointments and managing patients.

Impact on productivity

The number of staff dedicated to administration was often described as being limited or when available, they were too centralised (for example, in parts of the health service). Therefore, managers said they often undertook these tasks themselves, which could be time-consuming. These findings align with those published in our ONS public sector time use survey, where frontline workers reported that 47% of their time spent on 'non-sector specific' tasks was perceived as being very important.

Within the central and local government sectors, managers felt they were able to manage administrative tasks as part of their workload. However, managers in sectors that are more public facing found it difficult to allocate time specifically for administration. Some said it took up 10% to 30% of their time, while others felt it was a much higher proportion of their time.

I always try to be very positive. However, it is very difficult with the police because I think the expectation, what they expect from you is far more than you can deliver really. When I think of the admin involved in my role, it's a full-time job in itself.

Feelings of being particularly “overwhelmed” by administration were reported in schools, health, and the police service. Managers in these sectors felt that administrative tasks took them away from other parts of their roles and as a result they sometimes needed to work out of hours, including evenings and weekends.

If I'm perfectly honest, I would say most of my day is administration, and when it comes to strategic thinking, I think in our school, if I have something important to do, I'll take a day or a half-a-day out of school… Or else I find in evenings or at weekends, or during the holidays… All that kind of top-level thinking, you just haven't got the time in school.

The use of delegation to reduce the impact of administration on productivity was not discussed in detail. Some managers did talk about how they would like to delegate tasks, such as placing orders for basic equipment. However, junior managers did not always have the access permissions to undertake these tasks, or in other circumstances, delegation was not possible because staff were simply not available.

As an officer, we're given certain permissions where we're able to make certain changes and do certain things on our intranet system. So often, I will want something done and I'll need some assistance, and I'll say, 'Right, look, can you just go and fill these in for me?' and they don't have the permissions to do it. Then you're left banging your head against a brick wall and doing it yourself in the end.

Opportunities to automate administrative tasks

Some managers said they made regular use of automation to streamline processes to save time and improve communication (for example, sending letters to parents or generating and sending invoices automatically). Other managers discussed the possibilities of automation to reduce the impact of administration on productivity. Although managers thought there was an appetite for more automation, its adoption within organisations and across sectors varied.

Within the central and local government sectors, managers described an approach that was focused on reducing or eliminating processes involving paper forms and manual data entry. Other examples of automation included:

• using electronic forms that could be checked by a machine
• doing pupil registers using iPads
• using speech-to-text applications, instead of typing up information

However, some managers felt that parts of the public sector are “behind the curve” in the adoption of automation.

Managers discussed some of the barriers surrounding automation of administrative tasks. Some managers pointed out that services were still reliant on old, centralised technology that did not integrate well with other systems, which led to duplication of data entry and to services being unfit for purpose at a local level.

I would probably describe us as being 20 to 30 years behind the curve. The favourite term that we seem to use in our in our IT world in services is ‘workaround’. Everything has a 'workaround' of some description because one thing doesn't talk to another. There's no two systems that can talk to each other, it doesn't appear.

Additionally, where there was investment in technology including automation, managers felt that it could be difficult to find the time for staff training. This was especially the case where staff would need to be taken away from frontline duties.

Training for anything that's new also can be quite difficult, because if you're a busy team, getting people trained in anything - getting them to do the training they have to do regularly anyway is hard enough.

Back to table of contents

6. Artificial intelligence (AI) to improve productivity

Existing use and knowledge of AI

Current use of new technologies, automation and AI varied across and within sectors. Some organisations were in the early stages of introducing AI. Informally, managers were often “looking into” using AI. They described small-scale implementation with AI use restricted to particular operations, for example, testing AI for recruitment purposes. More formally, managers described AI pilots, where specific programmes, such as Microsoft CoPilot, were being rolled out with the aim of assisting with administrative tasks, such as minute taking and summarising documents. These formal pilots were common in central and local government, and within academy trusts in the education sector.

The use of generalised AI tools, such as ChatGPT, was often done at an individual level rather than an organisation-wide level. For example, using AI to synthesise meeting notes to assist with report writing. However, this would often be done “offline” and without departmental instruction.

Mid-level managers in frontline positions within health and policing were particularly unsure about the definition and use of AI. Some managers were unable to see how AI would help them and felt that there was no software available that would change their existing databases and platforms.

Our [School Information Management System] (SIMS) is quite clunky, but it's what we have, and you get used to it and make the most of it. School data have got to be sent in a specific form to the local authority. In the past, some schools have moved away from [SIMS] and then moved back again, so there is nothing really to replace [this platform] that's satisfactory.

Additionally, mid-level managers in frontline sectors such as education, health, policing, and fire service, talked about the difficulty of being innovative when departments and individuals have targets to meet that are often perceived as unrealistic. They felt that they did not have time to think about how they could improve productivity through AI.

Managers acknowledged the benefits of using AI in helping to free up staff time, reducing the administrative “burden” and improving the accuracy and speed of reporting. Within the education and fire sectors, the introduction of handheld devices, such as iPads, enabled the live inputting of data, improving reporting accuracy and removing the task of extracting data manually. For managers who had been testing out AI tools, the trialling period was felt to have increased confidence for future implementation.

One challenge of using AI included a lack of time to receive adequate training when new technology was introduced. Additionally, lack of communication and consultation with frontline workers was seen as a challenge. When a new technology was introduced, there was often no consideration about whether the decision would benefit those who use it, and managers felt that this made their working lives harder rather than leading to increased productivity.

On the other end of the scale, some managers had little knowledge of AI and therefore had no current use of AI or automation in their roles.

Managers who were aware of AI but not currently using it understood its potential benefits for future use. There was a sense of inevitability from these participants about the eventual rollout of AI. Some managers in the health sector expressed views that, while they would like to use AI, the technology was not yet ready to be applied within their workplace setting, mostly because of a lack of technical expertise. Often participants had learnt about AI and automation from external sources. For example, some managers reported receiving emails from outside their organisations that had been written by AI.

Differences between sectors were apparent with some managers in more public-facing sectors being more cautious and uncertain about the use of AI and were therefore less likely to be using it already. These sectors had concerns over the safety of their pupils, patients, or members of the public, which led to many managers thinking about regulations and the barriers to AI, instead of how it could be implemented. By contrast, managers in central and local government reported having greater capacity to experiment with new technology.

Potential and future uses of AI

Where managers considered how AI could be used to increase productivity, reasons given mostly centred on a desire to reduce the administrative “burden” of their roles. Managers reflected on how AI could remove “laborious” tasks, freeing up their time. Even those who were more wary of AI were open to technology that could help to automatically produce minutes of meetings.

I know that they [the associate directors within the organisation] have been exploring AI. Particularly, obviously, in relation to automation, there is a lot of – and a lot of it is quick wins in terms of process and systems that are focused on operations. Yes, I think there is a strong focus within the business of, particularly around the processing bit of it, in terms of quality and timeliness about the opportunities that AI and automation can bring.

Managers suggested that the implementation of new technology and AI is dependent on the management structure of their organisation, particularly in the more dispersed organisations, such as the police force or NHS trusts, where decision making takes place at a local level. Some managers from the police and health sectors suggested that the use of AI existed but it was not rolled out at the national level.

Risks and barriers to using new technology and AI

Participants from across all sectors expressed reservations over the implementation of AI and new technology.

One of the main barriers to introducing new technology and AI was cost. Those in central and local government sectors were generally more open to these costs, managers in organisations, such as schools and hospitals, were more apprehensive about the financial commitment. Some managers, particularly those in sectors such as health and policing, questioned why the money needed for AI could not be invested into people instead.

The amount of money that it would take to invest in AI and implement it in hospitals and wards, and the maintenance of it because you'd need to employ somebody to maintain that massive system, why can't it be put into people? Why can't they employ more nurses? Why is it even up for discussion to replace a person with personal care over a computer that could possibly go wrong?

There were also suggestions that fewer senior staff were apprehensive towards change and therefore were not ready to adopt AI and new technologies. While managers in health suggested that they will always need people, they described the process as being a change management issue, where senior staff would need to provide reassurance over job losses. However, other managers did not see staff readiness as a barrier, not because they felt ready for AI, but because management decisions were often implemented regardless of wider staff opinion. Some middle managers, particularly in the police service, felt that senior leaders’ main priority was cost saving and not whether people were positively engaged with an idea.

Other barriers to using technology and AI were around trust in accuracy of outputs and data security. Some managers were against the idea of using AI because they believed that they would still have to check for mistakes and therefore would not be saving any time. For managers in more “high-risk” sectors, such as health, this lack of trust was amplified where they were worried about potential errors that could put patient lives at risk. Managers were concerned over adherence to General Data Protection Regulation and the increased risk of cyber-attacks or data breaches when using an unfamiliar and untested software. This concern was held most strongly within the health, education, police and fire service sectors, where the risk to public data was perceived to be stronger.

People are using AI but then they're checking it and editing it. Why are we using AI? You might as well just write it yourself in the first place. There is no productivity [gain] if you're using an AI package which you're then having to check and edit… I don't get the logic of that.

Some managers felt that automated technology, such as virtual assistants, were not appropriate in some circumstances, for example, when dealing with victims of crime. There were concerns that vulnerable groups might not be served effectively by an automated service. Humans leading first contact were able to pick up on non-verbal cues or “read between the lines” in ways that machines could not, which was considered important by managers in terms of delivering good outcomes.

I definitely think there's a place for technology in health, but sometimes I find going towards this very digitalised world is, I think there's a lot of negatives that we're not necessarily thinking about in terms of communication, human connection. In mental health, loneliness is huge, social isolation is huge. I just sometimes wonder what that world might look like if we become very digital.

These barriers were suggested across all sectors, however, those in education, health, fire and policing sectors described these more seriously than managers from central and local government. They viewed their sectors as high risk and thought that consequences of bad technology would be much higher. Former civil servants also said that the stakes of making poor investment decisions were higher for them in the private sector compared with the public sector, because of the increased accountability over costs.

I'm at a new start-up so obviously, one of the things, it is impeding in terms of full automation or the whole system, how you run the business, is capital. We don't have the huge capital yet.

Back to table of contents

7. Glossary

Artificial Intelligence (AI)

Computer programs or machines that can learn from data and perform tasks usually completed by humans. Artificial Intelligence (AI) is currently used in a variety of ways, including:

• online product recommendations
• facial recognition
• self-driving vehicles
• medical diagnostic tools
• chatbots that interact in a conversational way and can answer complex questions

Automation

A set of technologies that can substitute routine, non-cognitive tasks or jobs (for example, the introduction of the telephone switchboard replacing switchboard operators, or accounting software).

Back to table of contents

8. Data sources and quality

Methods

The National Centre for Social Research (NatCen) carried out this research on behalf of the Office for National Statistics (ONS). NatCen conducted in-depth individual and focus group interviews with senior managers in the public sector. Interviews took place between August and September 2024. They were carried out online, using semi-structured topic guides agreed with the ONS. Interviews lasted around 60 minutes and focus groups lasted around 90 minutes.

Vignettes about possible uses of automation and technology were used in the focus groups to stimulate discussion. All interviews and focus groups were audio recorded with consent and transcribed verbatim. They were then analysed thematically according to the aims of the study (using a top-down approach).

Sampling and recruitment

Public sector managers in executive level management positions (responsible for an organisation or service), or service delivery managers (responsible for a team or department) were recruited for this research.

Participants were recruited in the following ways.

Those who had taken part in the public sector management practices survey (PSMPS) and agreed to take part in further research carried out by third-party organisations. This involved 15 in-depth interviews with:

• six participants from central government (including a paired interview, involving two participants)
• one participant from local government
• five participants from the health sector
• four participants from the education sector

Participants recruited from a recruitment agency. This included four focus groups with managers in the following sectors (number of participants shown in each sector group):

• education – 7 participants
• health – 8 participants
• police – 7 participants
• fire – 6 participants

There were also five in-depth interviews with managers who had left the civil service in the last two years to work in the private sector. This group was included to enable additional insight and to understand whether experiences in management practices differed between the public and private sector.

Back to table of contents

9. Related links

Public Sector Management Practices Survey pilot
Statistical Bulletin | Released 21 October 2024
The Public Sector Management Practices Survey (PSMPS) is a new survey of management practices in public sector organisations. These are official statistics in development.

Time use in the public sector, further analysis, Great Britain: February 2024
Article | Released 21 October 2024
Estimates and opinions of time spent by public sector workers on a range of work activities. These are official statistics in development.

How we are transforming our understanding of Public Services Productivity
Blog post | Released 21 October 2024
National Statistical blog explaining how work on public services productivity is progressing. Includes insights about where productivity could potentially be improved.

Management practices in the UK: 2016 to 2023
Statistical bulletin | Released 13 May 2024
Review of management practice scores for firms in the production and services industries across the UK in 2023 and Great Britain from 2016 to 2023. These are official statistics in development.

Back to table of contents

10. Cite this article

Office for National Statistics (ONS), released 21 October 2024, ONS website, article, Public sector managers' views on management practices, Great Britain: August to September 2024

Back to table of contents

Click here to view original web page at career.grinnell.edu

Search 2 keywords found: employment,manufactur,technology,software,robot

The Hardware Automation Engineer II solves key workflow problems in large complex health systems. Supports a full technology stack of automated lab and software sequencing.

Responsibility

1. Own all aspects of the design process, prototyping, testing, and deployment for fully automated robotic platform.
2. Design layout, process, and custom components for a modular robotics platform by utilizing mechanical expertise.
3. Learn and develop electrical and software expertise.
4. Work with other development teams to integrate processes into custom robotic platform.
5. Drive process improvements to maximize the level of hands-free automation throughout the lab.
6. Develop automation related documentation for effective operation and maintenance of automated equipment.
7. Travel to Myriad locations as needed during certain project phases.

Qualifications

1. Bachelor’s degree in mechanical, electrical, biomedical engineer, or related field required.
2. 2+ years of experience with electro-mechanical design, assembly, wiring, and troubleshooting.
3. Experience with mechanical CAD software (SolidWorks, OnShape).
4. Experience documenting designs (BOMs, drawings) and working with contract manufacturers.
5. Experience with text-based PLC programming or Python and terminal usage a plus.
6. Experience working cross-functionally with multiple groups on projects a plus.

Physical Requirements

Lifting Requirements – light work or exerting up to 20 pounds of force frequently. Physical Requirements – stationary positioning, moving, operating, ascending/descending, communicating, observing, pushing or pulling, and reaching. Use of equipment and tools necessary to perform essential job functions.

EEO

We recognize that our people are our strength and the diverse talents they bring to our global workforce are directly linked to our success. We are an equal opportunity employer and place a high value on diversity and inclusion at our company. In hiring and all other employment decisions, we prohibit discrimination and harassment on the basis of any protected characteristic, including race, religion, color, national origin, gender, sexual orientation, gender identity, gender expression, age, marital or veteran status, pregnancy or disability, or any other basis protected under applicable law. In accordance with applicable law, we make reasonable accommodations for applicants’ and employees’ religious practices and beliefs, as well as any mental health or physical disability needs.

Click here to view original web page at www.soapboxmedia.com

Search 2 keywords found: employment,manufactur,technology,robot,technical

It’s well known that Middletown’s legacy stands as a manufacturing haven. Steel and paper mills provided stable working-class employment and attracted people from Appalachia and other regions to settle there. Producing goods, equipment, and materials remains essential to the economy and identity of the city, which has slightly more than 50,000 residents.

However, these aren’t your father’s production facilities. Automation and AI have transformed the manufacturing sector, with specialized skills and training often of greater importance than brawn. It’s increasingly untenable for employees to staff the same spot on the line for an entire career. With manufacturing technology continually evolving, it’s a necessity for workers of all ages to receive the training necessary to adapting skills to what the workforce of the future requires.

The upside of the need for more specialized training to attain such jobs is that it’s more readily available, and considerable opportunity exists. For decades, the default educational mission was preparing all students to attend college, and vocational and technical instruction withered. However, that paradigm has shifted, and more resources are allocated toward this type of postsecondary instruction.

Administrators at Butler Tech, which will celebrate its 50^th anniversary next year and operates campuses in Middletown and Liberty Township, just broke ground on a Middletown aviation-education facility that will open in January 2026, which will expand opportunities available through Butler Tech's high-school and adult education offerings.

Kristen Abudakar, the director of Butler Tech’s Liberty Township campus, noted that Butler Tech serves approximately 1,700 students annually across all fields of study, but has to turn away approximately 1,500 applicants due to capacity.

Representing a vital need as the large Baby Boomer population ages, health care training and certification provides entry into another high-demand field. Sarah DeLong, Butler Tech’s associate director of health programs, who has prior experience as a nurse-practitioner, said the program has 200 students in 14 health care-training disciplines, such as nursing, phlebotomy, medical assistant training, and medical billing and coding.

Nick Linberg, Butler Tech’s senior director of strategic planning, who supervises the institution’s adult-education programs, said the school’s program produces 200 to 250 students annually trained as welders, HVAC repair professionals, and industrial maintenance technicians.

“Through Jobs Ohio and other workforce-development programs in the state, all of our programs are in demand and growing,” Linberg said. “For adults training for new careers and professional development, manufacturing automation and robotics are programs that are emerging fields. Even in a welding-certification program, you’re learning aspects of working with robotic tools.”

Nick Linberg, Butler Tech senior director of strategic planning.He added, “We have hospital network reps coming in saying, ‘We’ll hire every STNA [state-trained nurse’s aide] and medical assistant you can produce,’ so it’s important for our programs to adapt to what the market demands.”

With robust manufacturing and distribution apparatus throughout Middletown, Monroe, and Butler, CDL certification programs and logistics training are also programs preparing students for future productive careers. Linberg credited Cleveland Cliffs (Middletown’s legacy steel manufacturer, formerly known as ARMCO and AK Steel) with being an engaged partner and supporter of the program.

Abudakar said that “futureproofing” Butler Tech’s programs is an institutional priority: “Throughout all our programs, we’re constantly looking ahead to prepare our students for jobs that will be in high demand 10 years from now. Our industry partners play a valuable role in helping us prepare our students for high-demand careers.”

The aviation-education program expansion in Middletown represents a pivotal step in merging future professionals’ opportunities and community demand. Middletown’s economic-development office and its airport manager spoke recently about the opportunities provided by training to work with unmanned aircraft systems (UAS) such as drones, as well as providing the foundation for careers in aerospace engineering, aviation maintenance, and related fields.

Kristen Abudakar, Butler Tech campus director“Currently, we have 75 students per year between all grades in the aviation-education program,” Abudakar said. “This year, we had 80 applications for entry into the program, which begins in 10^th grade, but only were able to take 27 through a lottery process. With the new facility, we expect to accommodate between 150 and 200 students, so the new facility will increase opportunities.” The 3-year program, which currently primarily takes students entering 10^th grade, culminates in an opportunity to receive FAA certification for aviation maintenance. Abudakar said that one driver for the new Aviation Education Hangar is to provide more opportunities for adults to learn the trade.

Middletown was prioritized for the Hangar because it’s been designated an Opportunity Zone, which was created when Congress passed the Tax Cuts and Jobs Act of 2017 to facilitate economic development in areas enduring financial difficulty. The facility is being constructed at a cost of $15 million, with $7 million of its provided through Butler County's ARPA funds, $500,000 from the city of Middletown, and the remaining half funded by Butler Tech.

Butler Tech is also trailblazing opportunities for its students with its Advanced Manufacturing Hub (AMHUB) program in partnership with Miami University, which will provide opportunities to students in the region. Slated to open next year, AMHUB will operate on a 140,000-square-foot campus (with potential to grow to 300,000 sq. ft.) in Hamilton, with Butler Tech and Miami occupying 70,000 square feet apiece.

AMHUB will engage industry partners in the fields of automation, computer networking, robotics, machine learning, welding, and AI. Beginning in 10^th grade, students will have the opportunity to develop advanced technology and engineering skills while enhancing their business savvy, entrepreneurial mindset, and critical thinking applicable to “smart” manufacturing. Through Miami’s College of Engineering and Computing, students will prepare for the manufacturing sector via certification and degree programs in engineering, robotics, and automation.

“Students will be able to take courses from 10^th grade through Ph.D.-level classes on one campus,” Abudakar said. “Corporate and community organization partnerships are reshaping the future of education. In the post-COVID world, parents and students are demanding broader curriculum choices, and we’re striving to bring kids in at every level and be prepared for additional education or the workforce.”

In any field, navigating AI’s capabilities and pitfalls is an essential component of instruction. Linberg said, “[AI] will be part of every aspect of tomorrow’s workers’ lives. We focus on giving them access and teaching them how to use it properly, and being mindful of teaching its capabilities in a positive manner and how to use it responsibly to enhance work and learning.”

Sarah DeLong, Butler Tech associate director of health-education programs.Instructional techniques must be continually leveraged to optimize students’ abilities, and with vocational training, relevant field instruction is especially important. DeLong said, “With health care training, exams and labs are being reworked to include more simulations to better replicate real-life scenarios to reduce patient errors for first-year nurses, with a greater emphasis on critical thinking and externships … and practice what they’ve been learning and having networking opportunities with possible future employers.”

A common thread through millennial, Gen Z, and younger generations is entrepreneurial drive that entails holistic ownership of a role commensurate with a skilled workforce. Butler Tech has opened an entrepreneurial center, which helps students master soft skills, as well as resume writing and interview preparation, to better engage with the workplace and become more well-rounded.

“Employers want a more skilled, prepared workforce, which helps with employee retention,” Abudakar said. “But by that same token, younger workers simply change jobs more often, and we also to prepare them to be adaptable and more likely to succeed in any field.”

The numbers affirm that Butler Tech’s program is working. For the last six years, it’s achieved a 99% or 100% graduation rate. Abudakar said, “Once our students arrive in our program and are exposed to a wider range of opportunities than a typical high school education provides, they become more motivated and invested," she said. "We have students arriving from all sorts of backgrounds, but we set the same bar for everyone, and they usually rise to it.”

The Soapbox Partner City Middletown series is made possible with support from Cincinnati Commercial Contracting (CCC) and the Middletown Chamber of Commerce serving Middletown, Monroe and Trenton.

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Read more articles by Steve Aust.

Steve is a freelance writer and editor, father, and husband who enjoys cooking, exercise, travel, and reading. A native of Fort Thomas who spent his collegiate and early-adulthood years in Georgia, marriage brought him across the river, where he now resides in Oakley.

Advanced Manufacturing, Community Development, Economic Development, Emerging Technology, IMG Wire, IT + High Tech, Jobs, Partner City, Talent

Middletown, OH

Nick GrahamChris and Jessica Cayth opened Crooked Dog Comics in Middletown earlier this year. Chris worked as an art-traffic controller for more than two decades before pursuing his passion for comics by opening the store.

The straight path to Crooked Dog
There are nearly as many paths to business ownership as there are businesses. The common thread is a dream and a plan, but variations are infinite. Chris Cayth, owner of Middletown’s Crooked Dog Comics, which opened earlier this year at 1373 Central Ave., retired from a 24-year career as an air-traffic controller in March.

He started in Grand Forks, N.D., and moved to Middletown in 2017 when he was transferred to the Dayton airport. His wife, Jessica, is a Cincinnati-based photographer, and Middletown provided a nice midpoint for their workplaces.

“I loved my career and it's something I'm proud of,” Chris said. “I definitely miss my old coworkers, but the schedule was grueling and not ideal for a consistent sleep schedule.”

One of Chris’s motivations to open a comic-book shop was B & D Comics, a shop in his hometown of Roanoke, Va., and its owner, Terry Baucom. “As an uncool kid growing up in the '80's, she and the staff always made me feel at home. Remembering how she made me feel, and the desire to pay it forward to today's youth was a huge source of inspiration. Our slogan is ‘Welcome Home’, inspired by own experience at B&D.”

Chris said it was a challenge to learn about opening a business while still working 40-50 hours a week at the airport. “Much of the work setting it up fell to Jessica and her sister, Sarah, who also works with us,” he said. “ Without her and them, there is no way that this would have happened.”

Baucom and his friend Pete Bell, who owns Dayton’s Bell Book and Comic, provided ample help and advice.

Nick GrahamChris acknowledges the challenge of setting up a specialty shop in a smaller market, but he said many customers have expressed appreciation for providing a haven for comic-book buffs.

Chris said the comic book’s building has good bones and zero structural issues. He, Jessica, and their team enlisted local contractors to modernize it and made it more "fun.” Amenities include new flooring, custom shades, a new marquee, and a back room decorated like a medieval dungeon with a customized gaming table.

Another shop centerpiece is its life-sized Silver Surfer that pays homage to the well-known comic-book character. He bought it from a former coworker who displayed it in his basement. It’s one of only five such known store displays in the nation, and Chris is understandably proud to bring one to Middletown.

Chris praised David Riggs, director of the Small Business Development Center, and his staff as supportive partners in bringing Crooked Dog to life. “The SBDC helped us secure the finances required, told us who to call and email to find the right vendors and contractors, create a business plan, know which permits to procure, and more. We will always be thankful for everything they did and continue to do for us.”

He said that operating a specialty shop in a smaller market such as Middletown is challenging, but added that “local residents often thank us for opening here. We have a great property owner, terrific neighbors, and fantastic customers, many of whom I consider friends. Is it challenging? Sometimes. Is it worth it? Absolutely.”

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Click here to view original web page at targaresources.referrals.selectminds.com

Search 2 keywords found: employment,software,technical

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POSITION SUMMARY:

The Automation Specialist is a member of the team that is responsible for providing support through the daily operations of the Targa Pipeline Gas Plant Automation HMI/PLC hardware/software systems and related process control systems that ensure reliable gas plant operations. This position will be focused on Targa’s Badlands area of operation.

JOB FUNCTIONS AND KEY RESPONSIBILITIES:

• Provide daily operational support for Plant Automation HMI\PLC systems.
• Work closely with Engineering, and Operations to ensure the Gas Plant Automation HMI\PLC Systems are being developed to established standards.
• Implement modification based on control narrative and C&E information.
• Work closely with O&M groups to ensure the efficient and reliable delivery of fully functional and maintainable systems, as well as provide expertise for ongoing operational support
• Assist in the development and maintenance of design standards, templates and tools for the Gas Plant Automation HMI\PLC Systems.
• Collaborate with internal and external customer(s) to determine operational needs and requirements of Plant Automation HMI\PLC systems.
• Implement Gas Plant Automation HMI\PLC system projects, including engineering oversight, task management, and implementing lessons learned, found during project execution.
• Position will require travel (less than 40%)

MINIMUM ESSENTIAL QUALIFICATIONS:

• Bachelor’s Degree in Engineering or equivalent experience
• Design/analysis experience in automation design.
• Design/analysis experience with software HMI\PLC\DCS systems.
• Problem solving – the individual identifies and resolves problems in a timely manner and gathers and analyzes information skillfully
• Communication – the individual speaks and writes clearly and persuasively in positive or negative situations, demonstrates group presentations skills and conducts meetings.
• Building Effective Teams - create strong morale and spirit within the team, shares wins and successes, fosters open dialogue, defines success in terms of the whole team, and creates feeling of belonging in the team.
• Organized and methodical approach to maintaining a high-performance HMI/PLC system
• Regular and reliable attendance.

PREFERRED QUALIFICATIONS:

• HMI and PLC\DCS Systems Design Engineering with 5+ years’ experience
• In depth knowledge and project design experience with HMI Systems and PLC\DCS with end-to-end responsibility.
• In depth knowledge with Allen Bradly PLCs, Controllogix, Compactlogix, and slc500 and micrologix1400.
• In depth knowledge with other PLCs, GE, Modicon, Bristol, Scadapack a plus
• In depth knowledge of industry standard HMI software and platforms – Wonderware System Platform, Rockwell FactoryTalk and Ignition.
• In depth knowledge of DCS systems, DeltaV, Honeywell, and GE Matrix. Also, knowledge of Foxboro, GE Cimplicity, ABB a plus
• In depth knowledge of programming languages, UI design, databases
• Highly organized individuals capable of working on multiple projects simultaneously
• Strong technical writing skills for the development of design standards and specifications
• Ability to collaborate as a team and act as a team leader in a group of cross functional engineers
• User knowledge with AutoCAD, Visio, MS Office and MS Project, Excel
• Knowledge of electrical design, materials and methods installation.

PHYSICAL REQUIREMENTS:

• Vision sufficient to read computer screens, reports and related documents
• Hearing sufficient to hear verbal instruction and normal conversation levels
• Speech sufficient to communicate in person and over the telephone
• Dexterity sufficient to operate computers and other related office equipment
• Strength sufficient to lift, carry and move objects weighing up to 25 lbs.
• Endurance sufficient to maintain efficiency throughout the entire work shift

EQUAL EMPLOYMENT OPPORTUNITY:

Targa Resources provides equal employment opportunities based on merit, experience, and other work-related criteria and without regard to race, color, ethnicity, religion, national origin, sex, age, pregnancy, disability, veteran status, or any other status protected by applicable law. We also strive to provide reasonable accommodation to employees’ beliefs and practices that do not conflict with Targa’s policies and applicable law. We value the unique contributions that every employee brings to their role with Targa.

Click here to view original web page at careers.jabil.com

Search 2 keywords found: employment,services,manufactur,technical

At Jabil we strive to make ANYTHING POSSIBLE and EVERYTHING BETTER. We are proud to be a trusted partner for the world's top brands, offering comprehensive engineering, manufacturing, and supply chain solutions. With over 50 years of experience across industries and a vast network of over 100 sites worldwide, Jabil combines global reach with local expertise to deliver both scalable and customized solutions. Our commitment extends beyond business success as we strive to build sustainable processes that minimize environmental impact and foster vibrant and diverse communities around the globe.

Job Description

JOB SUMMARY

Working under limited supervision, performs a variety of semi-routine assignments by following established procedures. Is able to recognize the occasional need to deviate from accepted practice to resolve problem.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Follows established procedures on routine assignments; receives instructions on new assignments; completing assignments the following areas:

· Train and coordinates activities of machine operators or MA’s in the maintenance of production equipment.
· Troubleshoot to determine problems in non-functioning electro-mechanical equipment used in the manufacturing process.
· Dismantle, adjusts, repairs and assembles equipment according to layout plans, blueprints, operating or repair manual, rough sketches or drawings.
· Uses test and diagnostic equipment to perform checkouts.
· Rebuilds manufacturing equipment as required.
· Perform scheduled preventive maintenance. Document maintenance as per program designation.
· Move or assist in the movement and installation of equipment.
· Calibrate equipment using general and special purpose test equipment.
· May be required to source equipment parts.
· May be required to work overtime or be on-call.
· Comply and follow all procedures within the company security policy.
· May perform other duties and responsibilities as assigned.

JOB QUALIFICATIONS
KNOWLEDGE REQUIREMENTS

· Knowledge of company policies and procedures to complete assigned tasks.
· Must be able to read, write and communicate in English. Must be able to effectively communicate with technical support services.
· Use of basic and special purpose hand tools, leveling instruments, and test/calibration equipment.
· Must be able to troubleshoot all failures that are detectable at the IO level.
· Basic mathematics.
· May require forklift certification.
· Understanding of electronic color codes and other component value markings.
· Understanding of safety practices requirements.
· Solid knowledge of specialized maintenance tracking programs.
· Personal computer operation in a Windows environment (Excel, Word and PowerPoint and e-mail).
· Use of specialized maintenance tracking programs.

EDUCATION & EXPERIENCE REQUIREMENTS

· Associates degree in electronics with emphasis in servo positioning theory or equivalent discipline.
· Two (2) to five (5) years prior work experience in electro-mechanical equipment in a manufacturing environment required.
· Or an equivalent combination of education, training or experience.

Jabil, including its subsidiaries, is an equal opportunity employer and considers qualified applicants for employment without regard to race, color, religion, national origin, sex, sexual orientation, gender identity, age, disability, genetic information, veteran status, or any other characteristic protected by law.

BE AWARE OF FRAUD: When applying for a job at Jabil you will be contacted via correspondence through our official job portal with a jabil.com e-mail address; direct phone call from a member of the Jabil team; or direct e-mail with a jabil.com e-mail address. Jabil does not request payments for interviews or at any other point during the hiring process. Jabil will not ask for your personal identifying information such as a social security number, birth certificate, financial institution, driver’s license number or passport information over the phone or via e-mail. If you believe you are a victim of identity theft, contact the Federal Bureau of Investigations internet crime hotline (www.ic3.gov), the Federal Trade Commission identity theft hotline (www.identitytheft.gov) and/or your local police department. Any scam job listings should be reported to whatever website it was posted in.

Accommodation Statement

If you are a qualified individual with a disability, you have the right to request a reasonable accommodation if you are unable or limited in your ability to use or access Jabil.com/Careers site as a result of your disability. You can request a reasonable accommodation by sending an e-mail to Always_Accessible@Jabil.com or calling 727-803-7988 with the nature of your request and contact information. Please do not direct any other general employment related questions to this e-mail or phone number. Please note that only those inquiries concerning a request for reasonable accommodation will be responded to.

#whereyoubelong

#AWorldofPossibilities

#EarlyCareer

Click here to view original web page at www.efinancialcareers.com

Search 2 keywords found: employment,software

Overview

Susquehanna is growing its Philadelphia area Payroll team with the addition of a Payroll Specialist at our Bala Cynwyd headquarters. In this role, you will assist with the preparation and processing of our multi-state, semi-monthly payroll for over 1,900 US employees.

On our team, you can expect to work in a dynamic environment that fosters continuous learning and development. You will have the opportunity to be involved in new initiatives and projects that will give you exposure to multi-state and international payroll. You will partner with your peers on the Payroll team as well as the Accounting/Tax, Corporate Systems/IT, and HR/Benefits teams, among others, to support the business, its payroll needs, and the systems/tools we use to execute these processes every day. Additionally, you will have the chance to research new and complex issues that arise; and help put processes in place to ensure compliance and mitigate risk.

In this role, you will:

• Assist with the processing and payment of bonus, shadow, and off-cycle payrolls throughout the year
• Review and approve employee job, name, and address changes to ensure accurate reporting and payroll processing
• Participate in complex projects such as the evaluation, implementation, and support of moving all new hire tax forms to our payroll software as well as solutions for payments to independent contractors
• Process employee verifications and letters of employment for current and former employees
• Support file generation and related troubleshooting for 401(k), HSA and other benefit plans; actively work with third party vendors to resolve any file related issues and ensure proper disbursement of funds
• Respond to employee inquiries
• Audit and reconcile benefit file feeds and the flow of data

What we're looking for

• Minimum of 2-3 years of multi-state payroll tax experience required
• Demonstrated working knowledge of US federal, state, and local payroll laws and regulations
• Must possess extensive attention to detail and organizational skills
• Prior experience supporting year-end processes, process improvements and process automation required
• Advanced experience with Microsoft Excel required and HRIS reporting strongly preferred
• Strong analytical, quantitative, and problem-solving skills
• Previous experience with UKG Pro is a plus
• Exposure to pre and post-tax benefit plans is a plus
• Visa sponsorship for work authorization is not available for this position now or in the future

SIG does not accept unsolicited resumes from recruiters or search firms. Any resume or referral submitted in the absence of a signed agreement will become the property of SIG and no fee will be paid.

#LI-SK1

Job ID 8538

Click here to view original web page at www.bigdatawire.com

Search 2 keywords found: employment,manufactur,technology,robot,technical

As artificial intelligence (AI) technologies and automation evolve, the way we work is changing faster than ever. Traditional jobs are being redefined, and our growing dependence on technology is altering how we tackle tasks in many industries. Alongside the challenges of an aging population, these shifts are creating a significant transformation in the U.S. workforce.

To help understand how these changes will impact the job market, Pearson, a global education and learning company, unveiled the Skills Map of the United States – an in-depth analysis of the American job market through 2028.

The report projects that the American workforce will add 1.9 million new jobs through 2028. This includes approximately 11.25 million jobs from economic growth, 1.87 million related to technology implementation and maintenance, and a reduction of about 11.2 million roles due to technology automation and augmentation.

Pearson’s report utilizes the company’s advanced predictive analytics and proprietary Skills Outlook data collected from over 85 million U.S. job advertisements and labor market information. With this report, Pearson aims to provide critical insights to policymakers, businesses, and individuals prepare for the future of work.

One of the key findings of the report is that technology is not only transforming existing roles but also generating new opportunities across all sectors, challenging our definition of a tech job. As technology becomes more central to operations, all jobs will become tech jobs in one way or the other.

Financial analysts would utilize AI algorithms to forecast market trends, nurses would use on-site data analytics for patient care, manufacturing experts would use AI for 3-D printing and robotics, and educators would need AI skills to provide personalized learning experiences. Many of these professions are already incorporating AI into their work.

Pearson recommends that organizations should focus on upskilling their workforce and that workers must commit to lifelong learning to remain competitive in an evolving job landscape. Educators can design courses and training initiatives that combine technical abilities with soft skills. The report also recommends that policymakers should support such upskilling and learning initiatives, particularly in industries facing automation.

“The key message is that technology is transforming jobs at a faster pace than ever before, “ stated Dave Treat, Chief Technology Officer, Pearson. “Every job, from nursing to manufacturing, is becoming more tech-focused, increasing the demand for workers who can blend technical expertise with industry-specific skills.

“As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively. Our Skills Map provides the data and insights needed to help workers and businesses understand these changes, and our lifelong learning solutions help people thrive in an ever-evolving workforce.”

According to Pearson, healthcare, education, and manufacturing, will remain top employers in 2028, though all sectors will evolve with advances in technology. Driven by increasing chronic conditions and an aging population, Pearson projects an addition of 782,810 workers to the over 20 million healthcare workforce by 2028.

The report emphasizes the crucial role AI will play in healthcare, particularly in reducing the time spent on tasks such as maintaining medical records, staying current in areas of expertise, and developing educational programs and procedures.

Pearson’s research also indicates that GenAI has the potential to save nearly 78 million work hours per week across the U.S. workforce, enabling healthcare professionals to focus more on critical hands-on tasks or patient care that cannot be automated or performed by AI.

“AI and technology have the power to transform clinician capabilities, improve diagnostics, and help deliver personalized treatments,” shared Art Valentine, President, Pearson Assessment and Qualifications. “To fully realize this potential, effective assessment and qualification will be essential for ensuring competency and fostering trust between practitioners and patients.”

While the Skills Map of the United States reveals a clear demand for tech skills, it also highlights the equal importance of human-centric skills. Pearson anticipates that organizations prioritizing personalized training and continuous learning will be well-positioned to harness the benefits of both technology and human talent.

The in-demand skills for workers are those rooted in human qualities such as creativity, physical dexterity, and empathy. However, upskilling and reskilling are critical to prepare workers for the future.

We can expect technology to evolve rapidly between now and 2028. impacting all facets of life and work. Pearson’s research provides a realistic perspective on the future and shares valuable insights into how to prepare for it. The report also underscores the need for further research into the critical factors reshaping employment.

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Applications: Artificial Intelligence, Data Management, Enterprise Analytics, Predictive Analytics

Technologies: Cloud, Frameworks, Middleware, Systems

Vendors: Pearson

Click here to view original web page at www.ktnv.com

Search 2 keywords found: employment,manufactur,mobility

Posted

HENDERSON (KTNV) — Construction has officially begun on a new Haas Automation manufacturing facility in Henderson.

Earlier this month, the company held a ceremonial groundbreaking with Haas founder and CEO Gene Haas, Nevada Gov. Joe Lombardo, Henderson Mayor Michelle Romeo, and City of Henderson Councilman Dan Shaw.

While the groundbreaking is the official start of construction, Peter Zierhut, Vice President, Outside Operations for Haas Automation, previously told me that Haas has already put over $100 million into the site.

"We started about three years ago. We put over a year of work into grading that property, which was a significant project," Zierhut said. "What starts this month is actually vertical construction and the construction of the factory itself."

He added that Nevada seemed like a good fit for the company, who has their world headquarters in Oxnard, California.

"Henderson and Nevada have made it very easy for us to secure land and build a factory fairly quickly. We have had some delays but it was due to the pandemic and not their fault," Zierhut said. "I think Nevada, overall, is just so much more business-friendly than other parts of the country that we've looked at. It's been an easy and wonderful process."

It's something Haas also emphasized at the groundbreaking.

"I've been in the machine tool business for 50 years and this building will reflect that experience. Nevada fits our personality. We are a small company by California standards and Nevada is a small state but people here are more direct and get things done. You are not afraid to build here," Haas said. "It is a beautiful piece of land. Our goal is to turn it into a manufacturing sector. We will be moving our operations here under one roof."

Initially, the factory will hire 200 to 300 workers and that workforce is projected to grow to 2,500 jobs over the next 10 years.

"Primarily, it's going to be workers to build our product, assembly line workers. That's a skill level like, say, a mechanic, somebody that can assemble, build, follow instructions and drawings. It's not heavy-duty work. It's something that we can train fairly easily," Zierhut explained. "The rest of it is machinists, warehouse workers, engineers, a lot of engineers in both mechanical and electrical engineering, as well as manufacturing engineers."

According to Lombardo, manufacturing is booming across our state.

"From 2012 to 2022, manufacturing jobs in Nevada have increased by 61%, while overall employment in the state grew by 26%," Lombardo said. "Advanced manufacturing will enable our state to attract quality employers and good-paying jobs that contribute to economic diversity and resilience."

Economic diversification has been a big topic across the valley as local leaders look for ways to bolster our economy.

"The City of Henderson went through a whole target industry study. When we went through this study, what
we found is there are target industries like logistics management and technologies," said Jared Smith, the Director of Economic Development and Tourism for the City of Henderson. "We're also building back-end artificial intelligence to monitor those industries so that we are understanding, in real-time, those industries and how they're doing here in the City of Henderson."

Smith added that being business-friendly while adapting workforce programs to the needs of incoming companies will make our community stronger.

"Any community that cannot say they are not business-friendly aren't even going to be in the discussion for large business growth. It's also about being proactive with businesses. What are we doing? How are we putting our money and our strategy where these companies need us to," Smith said. "I think it's about economic mobility and economic opportunity that this training can give our residents. Whatever a company needs, Henderson offers it."

• Haas Automation invests millions in local schools, college programs

PROJECT FAST FACTS:

• 165 acres are under development
• 2.65 million cubic yards of earth have been transported
• 175,000 cubic-yards of native materials were crushed and utilized on-site
• 500 million pounds of gravel is being used
• 70 million pounds of asphalt is being used
• 204,000 cubic yards of concrete is being used
• 1 million square feet of landscape planting
• 2,140 LED high bay fixutes
• 30,500 fire sprinkler heads

Copyright 2024 Scripps Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Click here to view original web page at www.automationworld.com

Search 2 keywords found: manufactur,technology,robot

For automation engineers, the intersection of functional safety and cybersecurity is critical in the modern industrial landscape. As industrial manufacturers increasingly rely on interconnected devices through the Industrial Internet of Things (IIoT), engineers must address the new vulnerabilities introduced by such connectivity.

Control Design wrote in an article that traditional isolated systems like robotics are now exposed to cyber threats, necessitating an integrated approach to functional safety and cybersecurity. By prioritizing risk assessments and adhering to regulatory standards, engineers can enhance both operational safety and system uptime, mitigating the evolving risks brought about by Industry 4.0's push towards connectivity.

Additionally, automation engineers must navigate the convergence of operational technology (OT) and information technology (IT), particularly in cybersecurity. A proactive approach that incorporates safety and security considerations early in the development process is essential for reducing long-term costs and ensuring compliance, Control Design explains in the full article.

Click here to view original web page at www.legaldive.com

Search 2 keywords found: inequality,employment,technology,inequality

The agency’s principles for responsible AI use in the workplace focus heavily on employee rights and how the technology should improve working conditions.

Published Oct. 21, 2024

Senior Reporter

Dive Brief:

• The Department of Labor has issued formal principles to guide employers as they introduce artificial intelligence platforms into their workplaces. The guidelines, released Oct. 16, are an extension of the Biden administration’s 2023 executive order on AI. “Whether AI in the workplace creates harm for workers and deepens inequality or supports workers and unleashes expansive opportunity depends (in large part) on the decisions we make,” Acting Labor Secretary Julie Su wrote in her introduction.
• The principles are designed to encourage support for collective bargaining rights, transparency in the use of AI, and workers’ data privacy, while seeking to provide employer support for those whose jobs are displaced by the technology.
• The Partnership on AI, a coalition of tech companies and nonprofit organizations that includes Google, Microsoft and the American Civil Liberties Union, commended the recommendations. “Together, we are working to ensure that the benefits of AI are broadly shared so we have a future of work that works for all of us,” the partnership’s CEO, Rebecca Finlay, said in the department’s press release.

Dive Insight:

The agency said its document is not meant as an “exhaustive list” but a framework for businesses, and that “employers should review and customize the best practices based on their own context and with input from workers.”

The Labor effort builds on the labor aspects of the broader Biden administration effort to outline AI policy in the current absence of federal legislation. Several states – notably California and Colorado – have enacted laws regulating AI.

The administration’s October 2023 Executive Order said that AI technology “should not be deployed in ways that undermine rights, worsen job quality, encourage undue worker surveillance, lessen market competition, introduce new health and safety risks, or cause harmful labor-force disruptions.”

While AI may revolutionize some dull or repetitive worker tasks, this automation is likely to cause a demand for new skills and training as employees migrate to new and different work roles and for those overseeing AI work. It may also thrust some workers into unemployment.

Further, AI-augmented work, according to the department “poses risks if workers no longer have autonomy and direction over their work or their job quality declines.”

The technology could also “embed” bias and discrimination into decision-making or make “consequential workplace decisions without transparency, human oversight, and review,” the Labor Department said.

A report last year from the U.S. Chamber of Commerce’s AI Commission also called for measured federal regulation of the technology. “A failure to regulate AI will harm the economy, potentially diminish individual rights and constrain the development and introduction of beneficial technologies,” the report said.

The Chamber did not immediately respond to a request Monday for comment on the Labor Department’s AI framework.

The eight principles articulated in the document aim to:

• Center worker empowerment
• Develop AI ethically
• Establish AI governance and human oversight
• Ensure transparency in AI use
• Protect labor/employment rights
• Use AI to enable workers
• Support workers impacted by AI
• Ensure responsible use of worker data

“Incorporating worker perspectives is an important part of the AI principles, part of our company approach, and a key component of our partnership with AFL-CIO,” Amy Pannoni, Microsoft’s deputy general counsel, said in the department’s press release.

President Joe Biden first nominated Su for the permanent Labor role in February 2023, but the full Senate has not voted because Democrats lack the votes needed to confirm her. Earlier this year, Biden renominated Su, a former labor lawyer from Los Angeles.

Click here to view original web page at theevreport.com

Search 2 keywords found: employment,consumption

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Dongfeng Honda has officially launched its new energy vehicle (NEV) production plant in Wuhan, China, marking the beginning of a new chapter for Honda’s electric vehicle (EV) production. This new plant is Honda’s first dedicated EV production facility worldwide and represents a significant step towards the company’s sustainability goals. With advanced automation, environmentally responsible features, and a focus on efficiency, the plant will help Honda move closer to its global goal of carbon neutrality by 2050.

Key Highlights

• First dedicated Honda EV production plant globally, located in Wuhan, China.
• Advanced automation, including a multi-level automated warehouse and complete automation of parts logistics.
• Elimination of logistics personnel in the stamping process for enhanced efficiency.
• Environmentally friendly features include reduced energy consumption and real-time monitoring to optimize power usage.
• Part of Honda’s plan to introduce 10 Honda-brand EV models in China by 2027 and achieve 100% EV sales by 2035.

The launch ceremony was attended by high-profile executives, including Toshihiro Mibe, Global CEO of Honda, who emphasized the importance of the plant’s smooth operation and its role in delivering high-quality EV models to customers in China. He stated, “Honda will operate this new plant smoothly and stably and provide high-quality EV models to our customers in China, through which we will continue our pursuit to ‘Expand the Joys for our customers and society.’”

The Dongfeng Honda NEV production plant features a high level of automation in the assembly process, as well as the integration of quality and operational data to improve efficiency. The plant also stands out for its environmental innovations, including an efficient daylighting layout to reduce electricity consumption and the utilization of thermal energy generated during production. Additionally, real-time monitoring of energy consumption in each process allows for dynamic adjustments to minimize waste.

This new plant supports Honda’s ambitious environmental strategy, aiming for carbon neutrality across all products and corporate activities by 2050. In China, Honda plans to introduce 10 EV models by 2027, aiming for full EV adoption by 2035. This includes the e Series, launched in 2022, and the upcoming Ye Series, which was unveiled in 2024.

About Dongfeng Honda NEV Production Plant

• Location: Wuhan, Hubei Province, China.
• Production Capacity: Approximately 120,000 units per year.
• Employment: Approximately 800 associates (as of October 2024).
• Investment Amount: Approximately 4 billion R.M.B.

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The EV Report

The EV Report is a digital platform dedicated to the global electric vehicle industry. It is a product of Hagman Media Group, and its mission is to inform, engage, and connect industry professionals and EV enthusiasts with relevant news and insights.

Click here to view original web page at www.staffingindustry.com

Search 2 keywords found: employment,manufactur,technology,software,technical

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Click here to view original web page at www.corporatevision-news.com

Search 2 keywords found: employment,productivity,consumer,services,manufactur,technology,software,robot

The constant development of new technologies has facilitated the automation of many business operations. The shift is mostly targeted for…

Home > Automation in Streamlining Business Operations

21st October 2024

The constant development of new technologies has facilitated the automation of many business operations. The shift is mostly targeted for tasks that are high-volume, repetitive, and involve multiple people. For example, during employee onboarding, an HR system can automatically send welcome emails, set up security access, and configure payroll. This automation makes the process faster and more accurate. But what impact does this have on the wider business landscape?

What is Business Automation

Business automation uses new technology to reduce the need for human intervention while improving accuracy and efficiency. According to IBM, business automation includes process automation (BPA), robotic process automation (RPA), and AI-powered automation.

Automation is picking up pace across various sectors, like assembly line automation in manufacturing, facial scanning and recognition in security, automated trading assistants in forex trading, and even content generation and deployment in the entertainment industry. More companies are utilising various technologies to streamline their processes and remain competitive.

Benefits of Process Automation

Businesses have various operations levels targeted toward achieving a common goal. To succeed, they need to improve each step for better results. There are different ways businesses benefit from automation.

Effective Resource Allocation

Operational flow involves optimising resources for effective allocating, especially for operations that share resources. With automation, each operational stream can receive an optimal allocation based on peak and off periods, availability, and other factors. This optimisation allows companies to free up resources for other essential tasks, such as research and marketing, and ensure they run a cost-effective business.

Strategic Utilisation

Automation also benefits companies by freeing up employees who focus on strategic activities that improve their individual and collective skills. This promotes organisational efficiency and improves growth. This is how successful businesses manage their processes and human resources for the best performance.

Flexible Process Adaptation and Scalability

Adaptation and scalability are essential qualities businesses need to navigate markets where needs and conditions change quickly. Automation allows companies to adapt their operational flow and scale processes while responding rapidly to changes. In that way, they maintain productivity while seizing new opportunities. Automation ensures that rapid changes do not negatively impact operations.

Enhanced Company Productivity

With automation, businesses can enjoy optimised operations, faster turnaround times, improved customer service, higher quality and quantity output, and reduced costs, to name a few of the benefits. This provides employees with more time and space to focus on high-quality, human-centric work while being able to deliver and take on more work as a whole.

Precision Execution

Companies aim for 100% accuracy when executing tasks but may allow some minimum level for acceptable results. However, with automation, errors are mostly reduced and sometimes even eliminated. Minimising errors increases the reliability of services and products, allowing companies to deliver their best results regardless of condition.

Enhanced Compliance and Risk Mitigation

Automation improves compliance with best practices and industry regulations and provides a way to prevent and motivate risks. Consistent and transparent processes make compliance easier, show transparency, and help risk management teams identify challenges at a glance. Automation ensures consistent processes by removing human errors and influence.

Automation in Various Industries

Automation is helping companies in various industries to streamline their operations and maximise output. Here are a few of the most prominent industries leveraging automation:

• Logistics and Supply Chain Management: AI and blockchain are becoming mainstream for logistics and supply chain management. They automate various operations and help companies manage challenges. Intelligent automation is excellent for analysing large datasets, predicting industry trends and customer demands, optimising operations, and predicting potential disruptions. Blockchain allows companies to record transactions and log data securely in a tamper-proof way.
• Human Resources: HR teams use automation tools for payroll processing, employee onboarding, and performance management. Integrating automation tools ensures accuracy by reducing human errors and allows HR to deploy needed resources to other crucial operations. AI-powered automation tools also analyse employee data to identify gaps and predict needs.
• Customer Service: Customer service teams deploy chatbots and virtual assistants to handle routine tasks, such as inquiries and self-service, that consume time and resources. This reduces the workload on service agents and allows them to focus on escalated issues. Companies also increase response times, offer personalised services, and gain helpful customer data using automated systems.
• FinTech: AI helps investors automate analysis and trade execution, track changes in market conditions, and learn new concepts quickly. Fintech companies also use various techniques to automate customer service, identity management, security, and demand prediction.

Implementing Automation

There are five critical steps in implementing Automation.

1. Identify automation opportunities. Use process mining/mapping to analyse current processes and identify repetitive tasks and those that are prone to errors.
2. Choose the right tools. All automation tools have unique advantages and potential drawbacks. Choose tools that offer maximum efficiency for the business.
3. Automate across departments. Integrating all or most aspects/departments in the automation flow ensures consistency and seamless flow.
4. Train employees. Your team needs to understand how to use automated systems for enhanced productivity and update/upgrade software/hardware to optimise automation.
5. Collect and analyse data. Streamline operations through automated systems, schedule predictive maintenance to maintain system integrity, and regularly monitor performance.

Examples of Automation in the UK Business Landscape

Here are real-life examples of UK businesses utilising automation:

• Sainsbury’s uses automation in its customer service operations through chatbots and automated customer support systems.
• Unilever, a multinational consumer goods company, uses automation in its manufacturing processes.
• Ocado, the UK-based online supermarket, pioneered automation in its warehouse operations by deploying advanced robotics and AI to streamline order picking and packing.

Challenges of Business Automation

Companies of all sizes face similar challenges when automating their operations. These include the initial and running costs, data and privacy protection compliance, and internal resistance to change. How companies deal with these challenges impacts the success of automation and the overall operational success, so companies must evolve specific strategies to overcome the obstacles.

Is the Future Automated?

Automation is essential for modern businesses to reduce costs, maximise input, and ensure consistency in products and services. Choosing the right automation tools that fit the context and specific needs allows companies to build their competitive edge. Whatever the industry or chosen tool, automation is clearly redefining the very landscape and future of business.

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Search 2 keywords found: productivity,services,technology

Ooredoo, Qatar’s premier telecommunications operator and ICT provider has announced a significant technological evolution aimed at transforming workforce productivity, enhancing business efficiency, and delivering unparalleled value to its employees and customers. In collaboration with Microsoft, Ooredoo Qatar is introducing innovative productivity tools designed to streamline operations, empower teams, and drive transformative growth.

By integrating advanced artificial intelligence (AI) driven productivity solutions such as Microsoft 365 Copilot and Microsoft Power Platform, Ooredoo Qatar is enabling its workforce to collaborate more effectively, make faster, data-driven decisions, and manage day-to-day tasks seamlessly. These tools will not only drive Ooredoo’s internal transformation but will also enhance the services provided to its customers.

Committed to accelerating automation and innovation, Ooredoo Qatar leverages advanced productivity platforms to rapidly develop low-code applications, automate workflows, and gain critical insights from data. This approach significantly reduces the time spent on manual, repetitive tasks, and enhances business agility, enabling Ooredoo Qatar to swiftly respond to customer needs and the ever changing market dynamics.

Additionally, as part of the agreement, Ooredoo Qatar is going to modernize its customer engagement channels, including contact centers, through the utilization of Microsoft’s Azure OpenAI services. This will leverage AI-powered solutions to deliver a more intelligent, responsive, and personalized customer experience, aligning with Ooredoo’s Qatar vision of excellence in customer service.

Ooredoo, Qatar’s premier telecommunications operator and ICT provider has announced a significant technological evolution aimed at transforming workforce productivity, enhancing business efficiency, and delivering unparalleled value to its employees and customers. In collaboration with Microsoft, Ooredoo Qatar is introducing innovative productivity tools designed to streamline operations, empower teams, and drive transformative growth.

By integrating advanced artificial intelligence (AI) driven productivity solutions such as Microsoft 365 Copilot and Microsoft Power Platform, Ooredoo Qatar is enabling its workforce to collaborate more effectively, make faster, data-driven decisions, and manage day-to-day tasks seamlessly. These tools will not only drive Ooredoo’s internal transformation but will also enhance the services provided to its customers.

Committed to accelerating automation and innovation, Ooredoo Qatar leverages advanced productivity platforms to rapidly develop low-code applications, automate workflows, and gain critical insights from data. This approach significantly reduces the time spent on manual, repetitive tasks, and enhances business agility, enabling Ooredoo Qatar to swiftly respond to customer needs and the ever changing market dynamics.

Additionally, as part of the agreement, Ooredoo Qatar is going to modernize its customer engagement channels, including contact centers, through the utilization of Microsoft’s Azure OpenAI services. This will leverage AI-powered solutions to deliver a more intelligent, responsive, and personalized customer experience, aligning with Ooredoo’s Qatar vision of excellence in customer service.

At Microsoft, we are committed to empowering organizations like Ooreedoo to enhance workforce productivity through our innovative solutions. By leveraging the power of AI, we enable employees to work smarter, not harder, and achieve more in less time. AI-driven tools streamline workflows, provide valuable insights, and foster collaboration, ultimately driving efficiency and innovation in the workplace. Our partnership with Ooredoo exemplifies how technology can transform business operations and create a more productive and agile workforce.

Lana Khalaf, General Manager, Microsoft Qatar

With multiple AI initiatives in the pipeline, Ooredoo Qatar and Microsoft are exploring new frontiers in digital engagement, further cementing their joint commitment to technological advancement.

With multiple AI initiatives in the pipeline, Ooredoo Qatar and Microsoft are exploring new frontiers in digital engagement, further cementing their joint commitment to technological advancement.

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Search 2 keywords found: manufactur

The U.S. job market has recently shown signs of slowing down, presenting unique challenges and opportunities for both job seekers and employers. This shift has been influenced by a variety of factors, including economic uncertainties, technological advancements and evolving industry demands.

One of the primary drivers behind the slower job market is the current economic climate. According to VentureBeat, inflation rates have fluctuated and the Federal Reserve’s adjustments to interest rates have created a cautious atmosphere among businesses.

Companies are more hesitant to expand their workforce amidst these uncertainties, preferring to adopt a wait-and-see approach. This has resulted in fewer job openings and more competition for available positions.

Another significant factor contributing to the slower job market is the rapid pace of technological advancements. Automation and artificial intelligence, or AI, have transformed various industries, leading to the displacement of certain job roles.

According to the BBC, “Generative AI, able to create content indistinguishable from human work, is ‘a major advancement.’”

While these technologies have created new opportunities, they have also necessitated a shift in the skill sets required by employers. Job seekers must now focus on acquiring and demonstrating proficiency in these new technologies to remain competitive.

Industries are also evolving, with some sectors experiencing growth while others face decline. For instance, the renewable energy sector is expanding, driven by increased focus on sustainability and environmental concerns.

Conversely, traditional manufacturing jobs are decreasing as companies move toward more automated processes. Understanding these trends can help job seekers target industries with better growth.

In light of the slower job market, job seekers can adopt several strategies to enhance their prospects. Continuously updating skills to match industry demands is crucial. Online courses, certifications and workshops can be valuable resources.

Building a strong professional network can provide access to job opportunities that may not be advertised publicly. Being open to different roles or industries can increase job prospects. Temporary or freelance work can also provide valuable experience and lead to permanent positions.

Creating a strong personal brand through a professional online presence can help job seekers stand out to potential employers.

While the slower job market in the U.S. presents challenges, it also offers opportunities for those willing to adapt and evolve. By staying informed about economic trends, technological advancements and industry demands, job seekers can navigate this landscape more effectively and find success in their career pursuits.

Click here to view original web page at www.weforum.org

Search 2 keywords found: employment,technology,technical

• A quarter of the global workforce will have to update their skills for the digital economy.
• Workers and businesses require clear strategies for smooth career transitions.
• The World Economic Forum’s Unlocking Opportunity report details a framework for job transitions.

Advanced technology including AI and machine learning is changing the world at an unprecedented pace. As these changes accelerate, the future of work is shifting fundamentally and the ability to transition into new jobs is more critical than ever.

The World Economic Forum’s own research shows that 23% of all jobs will be changed by technology and automation by 2027, with 69 million new job roles expected to be created and 83 million job roles expected to be displaced.

Almost a quarter of all workers face the challenge of ensuring they have the relevant skills to thrive in an increasingly digital global economy.

Image: World Economic Forum

To help workers and businesses adapt to the jobs of tomorrow, the World Economic Forum’s Unlocking Opportunity report outlines four key pillars to smooth the pathway into successful employment in the digital economy.

Here's a look at the framework that can guide these transitions.

1. Reskilling and upskilling for new opportunities

The days of learning one trade for a lifetime are gone. To stay relevant in today’s job market, workers need to embrace continuous learning and reskilling. With 44% of job skills expected to change within five years, it’s essential that both individuals and companies invest in lifelong learning.

One example of this is the Randstad Boot Camp Training programme in Japan. This initiative provides intensive training for workers from non-technical fields, enabling them to transition into high-demand digital roles. Through courses blending hands-on experience with digital skills, participants are prepared to enter roles in IT, bridging significant skills gaps and supporting career growth.

Have you read?

• Future of jobs 2023: These are the most in-demand skills now - and beyond

• Four-day work week trial in Spain leads to healthier workers, less pollution

• Why there will be plenty of jobs in the future — even with artificial intelligence

2. Improving employee-employer matching

As the job market evolves, so must the way workers and employers connect. Flexible working arrangements and alternative employment models, such as remote work and gig jobs, allow companies to access a broader talent pool, while workers can find roles that fit their needs.

In Indonesia, the government’s Sekolah Menengah Kejuruan – Pusat Keunggulan (SMK-PK) programme is revitalizing the country’s vocational schools by better aligning skills training with market demand. By fostering close relationships between industries and educators, students are gaining relevant skills and finding smoother transitions into jobs that are in high demand. This focus on improving the match between workers and employers is helping to reduce unemployment and ensuring better job satisfaction.

3. Worker safety nets

Job transitions aren’t always seamless, which is why strong worker protections are essential. Governments and businesses must work together to create safety nets that can ease the burden of job displacement. These protections could take the form of unemployment insurance, subsidized severance packages, or labour laws that protect against unfair dismissal.

A strong example comes from Germany, where a proactive approach to the energy transition ensured that workers displaced from the coal industry received support. Through reskilling programmes and assistance in finding new employment, Germany managed to soften the impact of large-scale industry shifts, giving workers the chance to move into stable, future-focused jobs.

4. Multistakeholder collaboration to break through industry barriers

Some of the most effective workforce transitions happen when industries collaborate. By pooling resources, sharing training programmes and creating cross-industry partnerships, companies can ensure their workers are prepared for new roles, even in different fields.

In South Africa, the Skills Initiative for Africa (SIFA) has brought together governments, educational institutions and industries to develop technical skills for young workers. This multistakeholder approach is not only helping to combat unemployment, but it’s also creating a more adaptable workforce that’s ready to thrive in a changing economy.

Discover

What is the World Economic Forum doing about the skills gap in India?

The Forum’s Unlocking Opportunity framework provides a clear path forward for both workers and employers to navigate the changing world of work.

By focusing on continuous learning, improving job matching, ensuring strong worker protections and fostering collaboration, we can build a resilient workforce ready to meet the demands of the future.

As industries continue to evolve, these strategies will be crucial in helping workers secure stable, rewarding roles in growth sectors.

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License and Republishing

World Economic Forum articles may be republished in accordance with the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License, and in accordance with our Terms of Use.

The views expressed in this article are those of the author alone and not the World Economic Forum.

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Jobs and the Future of WorkEducation and Skills

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We are

At Synechron, we believe in the power of digital to transform businesses for the better. Our global consulting firm combines creativity and innovative technology to deliver industry-leading digital solutions. Synechron's progressive technologies and optimization strategies span end-to-end Artificial Intelligence, Consulting, Digital, Cloud & DevOps, Data, and Software Engineering, servicing an array of noteworthy financial services and technology firms. Through research and development initiatives in our FinLabs we develop solutions for modernization, from Artificial Intelligence and Blockchain to Data Science models, Digital Underwriting, mobile-first applications and more. Over the last 20+ years, our company has been honored with multiple employer awards, recognizing our commitment to our talented teams. With top clients to boast about, Synechron has a global workforce of 14,000+, and has 55 offices in 20 countries within key global markets.

Our challenge

We are looking for a candidate who has development experience in C#/.NET with desktop-based application with Equity Derivative and/or SWAP business knowledge. Experience with developing Unit testing modules for Window service-based application. Experience in automating Test Harness.

Additional Information*

The base salary for this position will vary based on geography and other factors. In accordance with law, the base salary for this role if filled within New York, NY is $128k - $138k/year & benefits (see below).

The Role

Responsibilities :

• Develop and maintain desktop-based applications specifically tailored for Equity Derivative and SWAP business functionalities.
• Collaborate with business analysts and stakeholders to translate business requirements into technical specifications.
• Design and implement Windows service-based applications with a focus on performance, scalability, and security.
• Develop comprehensive unit testing modules to validate the functionality and performance of Windows services.
• Automate test harnesses to streamline the testing process and ensure consistent quality.
• Participate in code reviews and adhere to best practices in software development.
• Maintain up-to-date knowledge of C#/.NET programming, design patterns, and application development methodologies.
• Troubleshoot and resolve complex issues within the application and related systems.
• Document technical designs, processes, and procedures for cross-team knowledge sharing and future maintenance.
• Work closely with the quality assurance team to ensure delivery of high-quality and reliable software.
• Provide technical support and guidance to junior developers and team members.
• Stay abreast of new trends and best practices in software development and introduce them to the team wherever beneficial.

Requirements:

You are:

• Bachelor's or master's degree in computer science, Information Technology, or related field.
• Hands on experience in C#/.NET development, particularly with desktop applications.
• Proven experience in the financial services industry, with a strong understanding of Equity Derivatives and/or SWAP business.
• Expertise in developing unit testing modules for Windows services.
• Experience with test automation and familiarity with test harness frameworks.
• Proficient understanding of code versioning tools, such as Git.
• Strong understanding of object-oriented programming and design patterns.
• Excellent problem-solving and analytical skills.
• Strong communication and interpersonal abilities.

It would be great if you also had:

• Experience with WPF, WinForms, or other GUI libraries in .NET for desktop application development.
• Familiarity with Continuous Integration/Continuous Deployment (CI/CD) pipelines.
• Knowledge of SQL and experience with database design and management.

We can offer you:

• A highly competitive compensation and benefits package
• A multinational organization with 55 offices in 20 countries and the possibility to work abroad
• Laptop and a mobile phone
• 10 days of paid annual leave (plus sick leave and national holidays)
• Maternity & Paternity leave plans
• A comprehensive insurance plan including: medical, dental, vision, life insurance, and long-/short-term disability (plans vary by region)
• Retirement savings plans
• A higher education certification policy
• Commuter benefits (varies by region)
• Extensive training opportunities, focused on skills, substantive knowledge, and personal development.
• On-demand Udemy for Business for all Synechron employees with free access to more than 5000 curated courses
• Coaching opportunities with experienced colleagues from our Financial Innovation Labs (FinLabs) and Center of Excellences (CoE) groups
• Cutting edge projects at the world's leading tier-one banks, financial institutions and insurance firms
• A flat and approachable organization
• A truly diverse, fun-loving and global work culture

S- YNECHRON'S DIVERSITY & INCLUSION STATEMENT

Diversity & Inclusion are fundamental to our culture, and Synechron is proud to be an equal opportunity workplace and is an affirmative action employer. Our Diversity, Equity, and Inclusion (DEI) initiative 'Same Difference' is committed to fostering an inclusive culture - promoting equality, diversity and an environment that is respectful to all. We strongly believe that a diverse workforce helps build stronger, successful businesses as a global company. We encourage applicants from across diverse backgrounds, race, ethnicities, religion, age, marital status, gender, sexual orientations, or disabilities to apply. We empower our global workforce by offering flexible workplace arrangements, mentoring, internal mobility, learning and development programs, and more.

All employment decisions at Synechron are based on business needs, job requirements and individual qualifications, without regard to the applicant's gender, gender identity, sexual orientation, race, ethnicity, disabled or veteran status, or any other characteristic protected by law .

Candidate Application Notice

Job ID JR1018731

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Jennifer Shanley joined McGuireWoods as partner in its digital health and technology team in New York, the firm announced Monday.

Shanley advises clients including digital health providers, medical device manufacturers, clinical laboratories, pharmacies, health systems, hospitals, and companies that support or invest in the health-care industry, the firm said.

In addition, she represents underwriters and health industry issuers in preparing public filings with the Securities and Exchange Commission, and provides regulatory counseling associated with mergers and acquisitions, private equity and venture capital transactions, and public offerings.

She joins from Cooley.

This story was produced by Bloomberg Law Automation.

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Doug Mills/The New York Times via AP

FEASTERVILLE-TREVOSE, Pa. (AP) — Republican presidential nominee Donald Trump manned the fry station at a McDonald's in Pennsylvania on Sunday before staging an impromptu news conference, answering questions through the drive-thru window.

As reporters and aides watched, an employee showed Trump how to dunk baskets of fries in oil, salt the fries and put them into boxes using a scoop. Trump, a well-known fan of fast food and a notorious germophobe, expressed amazement that he didn't have to touch the fries with his hands.

“It requires great expertise, actually, to do it right and to do it fast,” Trump said with a grin, putting away his suit jacket and wearing an apron over his shirt and tie.

The visit came as he's tried to counter Democratic nominee Kamala Harris' accounts on the campaign of working at the fast-food chain while in college, an experience that Trump has claimed — without offering evidence — never happened.

A large crowd lined the street outside the restaurant in Feasterville-Trevose, which is part of Bucks County, a key swing voter area north of Philadelphia. The restaurant itself was closed to the public for Trump's visit. The former president later attended an evening town hall in Lancaster and the Pittsburgh Steelers home game against the New York Jets.

After serving bags of takeout to people in the drive-thru lane, Trump leaned out of the window, still wearing the apron, to take questions from the media staged outside. The former president, who has constantly promoted falsehoods about his 2020 election loss, said he would respect the results of next month's vote “if it's a fair election.”

He joked about getting one reporter ice cream and when another asked what message he had for Harris on her 60th birthday on Sunday, Trump said, “I would say, ‘Happy Birthday, Kamala,’” adding, “I think I’ll get her some flowers.”

Trump did not directly answer a question of whether he might support increased minimum wages after seeing McDonald’s employees in action but said, “These people work hard. They’re great.”

He added that “I just saw something … a process that’s beautiful.”

When aides finally urged him to wrap things up so he could hit the road to his next event, Trump offered, “Wasn’t that a strange place to do a news conference?”

Trump has long questioned Harris' story of working at McDonald's

Trump has fixated in recent weeks on the summer job Harris said she held in college, working the cash register and making fries at McDonald’s while in college. Trump says the vice president has “lied about working” there, but not offered evidence for claiming that.

Representatives for McDonald’s did not respond to a message about whether the company had employment records for one of its restaurants 40 years ago. But Harris spokesman Joseph Costello said the former president's McDonald's visit “showed exactly what we would see in a second Trump term: exploiting working people for his own personal gain.”

“Trump doesn’t understand what it’s like to work for a living, no matter how many staged photo ops he does, and his entire second term plan is to give himself, his wealthy buddies, and giant corporations another massive tax cut,” Costello said in a statement.

In an interview last month on MSNBC, the vice president pushed back on Trump’s claims, saying she did work at the fast-food chain four decades ago when she was in college.

“Part of the reason I even talk about having worked at McDonald’s is because there are people who work at McDonald’s in our country who are trying to raise a family,” she said. “I worked there as a student.”

Harris also said: “I think part of the difference between me and my opponent includes our perspective on the needs of the American people and what our responsibility, then, is to meet those needs.”

Trump has long spread groundless claims about his opponents based on their personal history, particularly women and racial minorities.

Before he ran for president, Trump was a leading voice of the “birther” conspiracy that baselessly claimed President Barack Obama was from Africa, was not an American citizen and therefore was ineligible to be president. Trump used it to raise his own political profile, demanding to see Obama’s birth certificate and five years after Obama did so, Trump finally admitted that Obama was born in the United States.

During his first run for president, Trump repeated a tabloid’s claims that Texas Sen. Ted Cruz’s father, who was born in Cuba, had links to President John F. Kennedy’s assassin, Lee Harvey Oswald. Cruz and Trump competed for the party’s 2016 nomination.

In January of this year, when Trump was facing Nikki Haley, his former U.N. ambassador, in the Republican primary, he shared on his social media network a post with false claims that Haley’s parents were not citizens when she was born, therefore making her ineligible to be president.

Haley is the South Carolina-born daughter of Indian immigrants, making her automatically a native-born citizen and meeting the constitutional requirement to run for president.

And Trump has continued to promote baseless claims during this campaign. Trump said during his presidential debate with Harris that immigrants who had settled in Springfield, Ohio, were eating residents’ pets — a claim he suggested in an interview Saturday was still true even though he could provide no confirmation.

Trump's visit created a spectacle in Pennsylvania

“It is a fundamental value of my organization that we proudly open our doors to everyone who visits the Feasterville community,” the McDonald’s location’s owner, Derek Giacomantonio, said in a statement. “That’s why I accepted former President Trump’s request to observe the transformative working experience that 1 in 8 Americans have had: a job at McDonald’s.”

Police closed the busy streets around the McDonald’s during Trump's visit. Authorities cordoned off the restaurant as a crowd a couple blocks long gathered, sometimes 10- to 15-deep, across the street straining to catch a glimpse of Trump. Horns honked and music blared as Trump supporters waved flags, held signs and took pictures.

John Waters, of nearby Fairless Hills, had never been to a Trump rally and had hoped to see the former president so close to his house after missing other nearby rallies.

“When I drove up, all the cars, unbelievable, I was like, ‘He’s here’s, he’s coming, he’s definitely coming with this all traffic,’” Waters said.

Trump is especially partial to McDonald's Big Macs and Filet-o-Fish sandwiches. He’s talked often about how he trusts big chains more than smaller restaurants since they have big reputations to maintain, and the former president’s staff often pick up McDonald’s and serve it on his plane.

Jim Worthington, a Trump supporter and fundraiser who owns a nearby athletic complex and chaired Pennsylvania’s delegation to the Republican National Convention, said he arranged Trump’s visit to the locally owned McDonald’s franchise.

The campaign contacted him looking for a McDonald’s in Pennsylvania and Worthington started looking for one. He got in touch with Giacomantonio through a friend and talked the franchise owner through some initial nervousness.

Giacomantonio needed to know that McDonald’s corporate offices would be OK with it, first. Second, he was concerned that being seen as a Trump supporter would hurt his business or a spark boycott, Worthington said.

“He certainly had concerns, but I eased his mind, and talked to him about the benefits,” Worthington said.

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The landscape of software development and operations has been dramatically transformed by the emergence of GitOps. Ravindra Karanam, a distinguished expert in this field, offers profound insights into how GitOps enhances consistency, traceability, and automation in operational workflows. His work illuminates the path forward for organizations seeking to optimize their development and deployment processes.

Core Principles of GitOps

GitOps centers on using Git repositories as the single source of truth for managing infrastructure and applications. It extends version control to infrastructure configurations and deployment specifications. Key principles include:

• Declarative Approach: Specifies the system’s desired state for predictable deployments.
• Git-based Version Control: Tracks change history and enables easy rollbacks.
• Automated Deployments: Merging changes triggers automated deployment, minimizing manual effort.
• Continuous Monitoring: Tools ensure the system matches the desired Git configuration.
• Pull-based Model: Agents pull configurations, enhancing security by reducing the attack surface.

GitOps Tools and Technologies

The GitOps ecosystem provides tools that simplify application and infrastructure management. Key technologies include:

ArgoCD – A declarative continuous delivery tool for Kubernetes, offering automated deployments, multi-tool support, real-time application state visualization, and flexible management through web UI, CLI, and API.

Flux – An open-source tool that synchronizes Kubernetes clusters with Git repositories, supports Helm charts and CRDs, offers multi-tenancy, and manages secrets.

These tools integrate with CI/CD pipelines, automating deployments based on Git changes and streamlining the management of multiple environments, improving the software delivery process.

Addressing Challenges in GitOps Implementation

While GitOps offers many benefits, several challenges must be addressed to fully realize its potential.

Manual Configuration Drift:Direct changes in production environments can cause discrepancies between desired and actual states. Enforcing strict policies and implementing comprehensive monitoring can help mitigate this issue.

Visibility and Audibility Issues:Maintaining visibility in large-scale systems is difficult. Investing in tools that provide aggregated views and enhance traceability can improve this.

Synchronization Delays:Pipeline execution time and network latency can cause delays. Optimizing pipelines, batching changes, and using advanced GitOps tools can minimize this problem.

Best Practices for Successful GitOps Adoption

Successfully implementing GitOps involves adhering to best practices that enhance deployment reliability, efficiency, and maintainability.

Declarative Infrastructure as Code (IaC)

Utilize tools like Terraform, Ansible, and Kubernetes manifest files to manage infrastructure configurations declaratively, ensuring reproducibility and consistency across environments.

Immutable Deployments

Implement strategies to replace entire infrastructure components rather than modifying them in place. This approach, combined with blue-green or canary deployment strategies, minimizes downtime and reduces the risk associated with updates.

Automated Synchronization

Leverage tools like ArgoCD or Flux for continuous reconciliation between the system state and Git repository, reducing manual intervention and maintaining system integrity.

Separation of Concerns

Organize repositories and workflows to clearly separate application code from infrastructure configurations, facilitating smoother deployments across various environments and improving overall system maintainability.

Comprehensive Testing

Implement robust testing strategies at all levels, from unit tests to integration and end-to-end tests, to ensure the reliability of both application code and infrastructure configurations.

Impact on Organizational Processes

GitOps plays a significant role in shaping organizational processes, promoting collaboration and improving operational efficiency.

Consistency in Deployments

By using version-controlled configurations and automated processes, GitOps ensures consistent deployments, reducing errors and improving system stability across all environments.

Enhanced Traceability

Recording every change in Git provides a detailed audit trail, aiding troubleshooting, ensuring regulatory compliance, and supporting better decision-making by offering clear system evolution insights.

Improved Collaboration

GitOps bridges the gap between development and operations teams, encouraging shared ownership and standardized workflows. This leads to faster problem resolution and a more cohesive approach to system development and management.

Accelerated Innovation

By streamlining the deployment process and reducing manual overhead, GitOps allows teams to focus more on innovation and feature development, potentially leading to faster time-to-market for new products and services.

In conclusion, Ravindra Karanam‘s work underscores that GitOps is not just a trend, but a fundamental shift in how organizations approach software development and operations. By offering enhanced consistency, traceability, and automation, GitOps paves the way for more efficient, reliable, and scalable software deployment practices. As the field continues to evolve, staying attuned to emerging best practices and tools will be crucial for organizations aiming to maintain a competitive edge in the fast-paced world of software development.

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Microsoft AI tools for businesses that allow users to create “agents” to carry out specific work tasks are set to begin rolling out publicly next month, the company has said.

AI agents are smaller, more focused versions of AI assistants which can be programmed to carry out a single task or have a specific area of focus, which can operate autonomously.

Earlier this year, Microsoft announced it was introducing the ability to create agents within its Copilot AI assistant, and the tech giant has now confirmed these tools will enter public preview next month inside its Copilot Studio tool.

In addition, the firm said it was introducing a group of 10 pre-made autonomous agents that can help “every sales, service, finance and supply chain team drive business value”.

Think of agents as the new apps for an AI-powered world. Every organisation will have a constellation of agents — ranging from simple prompt-and-response to fully autonomous

The agents can be trained on an individual business’ own records and data in order to help it provide the relevant support.

Jared Spataro, chief marketing officer for AI at work at Microsoft, said: “Copilot is your AI assistant— it works for you — and Copilot Studio enables you to easily create, manage and connect agents to Copilot.

“Think of agents as the new apps for an AI-powered world. Every organisation will have a constellation of agents — ranging from simple prompt-and-response to fully autonomous.

“They will work on behalf of an individual, team or function to execute and orchestrate businesses process.

“Copilot is how you’ll interact with these agents, and they’ll do everything from accelerating lead generation and processing sales orders to automating your supply chain.”

Microsoft said more than half of Fortune 500 companies in the United States were already using Copilot tools within their business.

The recent boom in the technology has seen many of the world’s major technology firms begin rolling out AI-powered tools for users, as they jostle for key positions in the emerging market.

Some critics have raised concerns about the potential for AI tools and automation to disrupt the jobs market, but Microsoft says it has positioned its tools as assistants to work alongside humans, rather than as potential replacements.

“New autonomous agents enable customers to move from legacy lines of business applications to AI-first business process,” Mr Spataro said.

“These new agents are designed to help every sales, service, finance and supply chain team drive business value — and are just the start.

“We will create many more agents in the coming year that will give customers the competitive advantage they need to future-proof their organisation.”

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Search 2 keywords found: employment,productivity,services,technology,software,robot,academic,technical

1. Main Points

• On a scale of 0 to 1, the mean public sector management practice score (0.56) was broadly comparable to the private sector management practice score (0.55), and the median in the public sector (0.58) was also broadly comparable to the private sector (0.60).

• Police and fire service organisations had the highest median management practice score (0.69); education organisations had the lowest median management practice score (0.57).

• Across all public services surveyed, organisations with more employees had higher management practice scores.

• Public sector organisations with higher management practice scores were more likely to adopt technology, including artificial intelligence, and were more likely to see automation as way to deliver work in a different way.

• Only around one-fifth (19%) of public sector organisations surveyed reported facing no barriers to improving how they were managed, compared with almost one-third (32%) of private sector organisations.

• The pilot study of our Public Sector Management Practices Survey (PSMPS) faced challenges in reaching some public sector organisations, notably in healthcare; public sector respondents reported some difficulty in applying private sector-structured management practice questions to their organisation.

!

Caution should be taken when interpreting these results, which are based on a pilot survey with low response rates in some public service sectors. For more details, please see Section 8.

Back to table of contents

2. Measurement of management practices in the public sector

This bulletin reports the main findings from the pilot of our Public Sector Management Practices Survey (PSMPS). This pilot was conducted across the UK from April to July 2024. It asked public sector organisations about their structured management practices in 2023. The survey covered organisations in five public service sectors:

• central government – ministerial and non-ministerial departments, devolved administrations, and arm's length bodies

• local government

• education

• health and social care – boards, trusts, and local healthcare providers; local healthcare units were excluded from analysis because of low response rates

• police and fire services

This is the first time a survey of management practices across the public sector has been conducted in the UK. The PSMPS contributes to our Public Services Productivity Review (PSPR) by improving our understanding of the role of management practices for productivity. The PSMPS pilot is based on our established Management and Expectations Survey (MES), which we have conducted periodically since 2016.

Differences in management quality have been found to be related to important private sector firm outcomes like productivity, as described in The New Empirical Economics of Management article by Bloom, Sadun, Van Reenen and co-authors. Small-scale, bespoke studies of the public sector have found that management is important to delivering better outcomes in areas like health and education. These include The impact of competition on management quality working paper (PDF, 164KB) and Does management matter in schools paper (PDF, 394KB), both by Bloom and co-authors.

Management practice scoring questions have been developed to measure management quality across organisations. This allows for comparisons of management practices between the public and private sector, across the public sector, internationally, and over time. The structured management practices scores were developed across a series of academic projects by Nick Bloom, Raffaela Sadun, John Van Reenen and co-authors, as described in their Measuring and explaining management practices across firms and countries paper (PDF, 575KB). Scores consist of four categories:

• continuous improvement – how well organisations monitor and adapt to unexpected situations (1 question)

• key performance indicators (KPIs) – how many, and how frequently they are reviewed (3 questions)

• targets – how targets are set, tracked, and reviewed (6 questions)

• employment practices – processes of promotion, management, and training of employees (6 questions)

Management practice scores range from 0 to 1. Organisations score 0 if they do not respond to ongoing problems, base promotion decisions on factors other than merit, and do not track performance or set targets. To score 1, organisations need to continuously review their processes to minimise future challenges, carry out regular performance reviews, train employees, and base hiring and promotion decisions on merit.

The PSMPS pilot also included supplementary questions on topics related to structured management practices and organisational performance, such as technology adoption, innovation, and staff retention. Given this is an initial pilot study of the PSMPS in the UK, we consider these findings to be provisional. They are classified as official statistics in development.

The pilot survey aims to provide a baseline measure of public sector management practices, and to test the translation of the survey instrument from the private to the public sector. Conducting the survey has highlighted the benefits and limitations of comparing management practices between private and public sectors using the same approach. We found that some aspects of management are more relevant to the private sector than the public sector. For example, anecdotal evidence from respondents during the fieldwork period suggested that they have a different understanding of how best practice can be achieved across the four dimensions of management.

We also carried out qualitative research to further explore management practices, particularly on the impact of administrative tasks and the use of innovation through automation and technology, like artificial intelligence, on productivity. Findings from this research are published in our Public sector managers' views on management practices, Great Britain: August to September 2024 article.

Back to table of contents

3. Management practices in the public sector, 2023

The total management practice score is a simple average of all 16 questions across the 4 dimensions of management. On a scale of 0 to 1, the overall mean management practice score was 0.56 across the UK public sector. This is similar to the private sector average of 0.55, as found in our Management and Expectations Survey (MES) 2023. The public sector median score of 0.58 was also similar to the private sector MES median score of 0.60.

Figure 1 shows the distribution of management practice scores across organisations in the public sector and the private sector. The public sector had fewer respondents with management practice scores at the lower end of the scale, compared with the private sector. However, a greater proportion of public organisations are concentrated just below the average, while proportionally, more private firms have a higher score. This is why the public sector median score is lower than the private sector median score.

Figure 1: Management practice scores in the public sector are broadly comparable to the private sector

Comparison of Public Sector Management Practices Survey (PSMPS) and Management and Expectations Survey (MES) overall management practice score distribution, UK, 2023

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Figure 2 shows the distribution of management practice scores for each sector surveyed by the Public Sector Management Practices Survey (PSMPS) using a box-and-whisker plot. Police and fire services had the highest management score, with a median score of 0.69. This is followed by central government (0.67), health boards (0.66), local government (0.65), and education (0.57).

Differences in these median sector scores were statistically tested to determine whether they are significant. When excluding education, differences were not found to be significant. Therefore, users should interpret these results as showing a large degree of similarity in management scores across the public sector.

Public sector organisations are more closely distributed around the median. However, in the private sector, the median is closer to the 75th percentile. This means there are many higher-scoring firms, but with a larger proportion of low-scoring firms.

Figure 2: Management practices vary by sector

Management practice score by sector, UK, 2023

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Notes:

1. Lines show the 10th to 90th percentiles.

2. Boxes show the 25th to 75th percentiles, with the middle line showing the median and the "x" showing the mean.

3. "MES23" refers to results from the Management and Expectations Survey, 2023, of private firms.

Figure 3 presents average scores for each of the four dimensions of management by PSMPS public service sector and for the private sector overall from the MES. Like the private sector, "continuous improvement" and "employment practices" were the highest-scoring components of management across the public sector. "Key performance indicators (KPIs)" in the public sector varies more than other components of structured management practices, ranging from 0.42 in education to 0.66 in health boards.

Figure 3: “Continuous improvement” is the highest scoring component of management practice score by sector

Mean management practice score by component and public service sector, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot and Management and Expectations Survey (MES) from the Office for National Statistics

Download this chart Figure 3: “Continuous improvement” is the highest scoring component of management practice score by sector

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The relationship between firm size and management score in the private sector has been shown to be positive and statistically significant. We tested this hypothesis for the public sector, controlling for the type of public organisation. Figure 4 shows the regression coefficients for organisation size.

Organisations that employ between 100 and 249 people have management scores on average 0.06 points higher than organisations that employ between 20 to 49 people. As organisations continue to become larger, management scores continue to increase, but at a slower rate. An organisation that had 5,000 or more employees had a score on average 0.02 points higher than one that had between 1,000 and 1,999 employees.

Figure 4: Organisations with more employees have a higher management practice score on average

Conditional analysis of the relationship between management practices score and organisation size, UK, 2023

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4. Management practices and technology adoption in the public sector

Levels of current or planned artificial intelligence (AI) adoption and testing vary by management practice score (Figure 5). Over a quarter (27%) of organisations in the bottom decile of management practice score had tested, used, or planned to use the technology, compared with 47% in the top decile.

Figure 5: Organisations with higher management practice scores were more likely to test, use, or plan to use artificial intelligence

Proportion of organisations that used or tested artificial intelligence, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 5: Organisations with higher management practice scores were more likely to test, use, or plan to use artificial intelligence

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The technologies used in 2023 varied across the public service sector (Figure 6). Cloud-computing was reported as the most common technology that had been adopted in 2023 across all sectors, followed by specialised software. Healthcare organisations were more likely to adopt robotics than other sectors, with 58% of health boards reporting they had done so. Specialised equipment was also more widely used in health boards (54%) and in police and fire services (61%) than in other sectors.

Figure 6: Cloud-based computing was the most commonly-used technology

Use of technology type by public service sector, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 6: Cloud-based computing was the most commonly-used technology

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We asked organisations about the types of analysis they use to support making important decisions. In the bottom decile of management practice scores, 22% of organisations used little to no analysis, compared with 0% in the top decile. The most common use of data analysis was timeseries analysis (73%), followed by dashboards and interactive tools analysis (69%).

Figure 7: Analysis was more commonly used for decision making in better-managed organisations

Use of analysis by management practice score decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 7: Analysis was more commonly used for decision making in better-managed organisations

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5. Improving public sector management

Just under one-fifth (19%) of organisations reported facing no barriers to improving how they were managed. In 2023, 23% of the top decile of management practice scores faced no barriers, compared with 28% in the bottom scoring decile. In comparison, 32% of private sector firms reported no barriers in 2023, according to the Management and Expectations Survey (MES).

The most commonly-reported barriers to improving the way organisations were managed were cost (58%), or there was too little time to think about or implement those changes (41%). This varied by decile, with cost being the most common response for the top decile and the second-most common response for the bottom decile. "Employee resistance" was reported as a barrier to improvement by 28% of organisations in the top decile of management practices, compared with 5% of organisations in the bottom decile.

Figure 8: Cost and too little time were the most common barriers to improving management in organisations

Barriers to improving management by management practice score decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 8: Cost and too little time were the most common barriers to improving management in organisations

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When asked how managers improve the way the organisation is managed, the most common response (80%) was "formal training online" (Figure 9). Within the top decile, 41% of organisations would carry out their own experimental changes to improve management practices. This was more than double the proportion of organisations in the bottom decile (19%). There were also large differences between the proportion of organisations making use of government-funded training schemes, with 67% of the top decile doing so, compared with 33% of the bottom decile. Employees would be consulted by 84% of organisations in the top decile, compared with 61% in the bottom decile.

Better-managed organisations more commonly reported more than one means of improving the way the organisation was managed. Of organisations in the bottom decile reported, 4% reported that "nothing" was done as a means of improving the way the organisation was managed, compared with 1% of the top decile.

Figure 9: Better-managed organisations were more likely to report ways of improving management their organisation

Solutions to improving management by management practice score decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 9: Better-managed organisations were more likely to report ways of improving management their organisation

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When asked about factors that reduce their ability to get work activities done on time (Figure 10), the most common factors reported were "understaffing" (66%) and "ad hoc work" (56%). "Lack of digital/technical skills" was identified as a barrier in more organisations in the top decile (22%) and bottom decile (10%). The only factor more commonly reported by the bottom decile was "excessive mandatory/statutory training" (14%), compared with 11% of the top decile.

Figure 10: Understaffing and ad-hoc requests were common factors affecting organisations’ ability to get work done on time

Factors affecting the ability to get work done on time by management practice score decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 10: Understaffing and ad-hoc requests were common factors affecting organisations’ ability to get work done on time

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We asked organisations "How could administration work in your organisation be done in a more efficient way?". The most common response was to "streamline or reduce task repetition", with 80% of all respondents citing this option (Figure 11). Of organisations in the top decile of management practice scores, 62% reported "using automated computer process", compared with 25% in the bottom decile.

Figure 11: Better-managed organisations were more likely to report computer automation as an opportunity to do work more efficiently

Ways work could be done more efficiently by scoring decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 11: Better-managed organisations were more likely to report computer automation as an opportunity to do work more efficiently

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When asked about the amount of administration work that could be done by something else in each week (for example, by automation), 56% of the top decile of management practice scores reported that between 10% and 24% of work could be automated. The most common response (48%) in the bottom decile was that less than 10% of work could be automated. Some 30% of organisations in the bottom decile reported that no work could be automated, compared with 10% in the top decile.

Figure 12: Better-managed organisations reported more work could be done in a different way in a typical week

Amount of administration work that could be done in another way by scoring decile, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 12: Better-managed organisations reported more work could be done in a different way in a typical week

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Organisations were grouped into those which have used or tested artificial intelligence (AI) and those who have not used or tested AI in the workplace. This allows us to understand whether users or non-users are more likely to identify opportunities for administration work to be assisted by the application of technology. Figure 13 shows that 6% of organisations that have used AI reported no administration work could be automated or done by something else, compared with 14% of non-users.

Figure 13: Organisations with experience of using artificial intelligence are more likely to report opportunities to automate work

Amount of administration work that could be done in another way by experience of use of artificial intelligence, percentage of respondents, UK, 2023

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this chart Figure 13: Organisations with experience of using artificial intelligence are more likely to report opportunities to automate work

Image .csv .xls

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6. Data on management practices in the public sector

Management score estimates from the Public Sector Management Practices Survey
Dataset | Released 21 October 2024
Management score estimates from the Public Sector Management Practices Survey (PSMPS), a new survey of management practices in public sector organisations.

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7. Glossary

Management practices score

The overall management practices score (or management score) is an average of the scores along the four dimensions of management practices measured: continuous improvement, key performance indicators (KPIs), targets, and employment practices.

Artificial intelligence

Artificial intelligence (AI) is computer programs or machines that can learn from data and perform tasks that are usually completed by humans. AI is currently used in many ways, including online product recommendations, facial recognition, self-driving vehicles, medical diagnostic tools, and chatbots that interact in a conversational way and can answer complex questions.

Automation

Automation is a set of technologies that can substitute routine, non-cognitive tasks or jobs. For example, this could include the introduction of the telephone switchboard replacing switchboard operators, or accounting software.

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8. Data sources and quality

Coverage and defining the public sector for the Public Sector Management Practices Survey pilot

Public sector organisations may have several thousand employees. They may operate on a multi-site basis, within the same organisational structure, or be responsible for overseeing a variety of functions or frontline services. We arrived at the approach of surveying sectors by selecting a single location per organisation, typically the headquarters, by engaging with departmental leads during development of the Public Sector Management Practices Survey (PSMPS). This means that a single office is asked to report on the management practices for the whole organisation, which could be spread across multiple sites. The benefit of this approach is that surveys could be targeted at organisation leaders, ensuring senior managers or their delegates were the respondent. However, it does mean less granularity within organisations, from the perspective of their different locations or the functions they deliver.

Our business surveys will typically only survey once per reporting unit. The exceptions to this single-site PSMPS approach are the health and social care sector and the education sector. This is because community schools, academy status schools, and health and social care providers are, in effect, delivering public services within a larger organisation like the local authority, multi-academy trust, or health board.

For this pilot, the public sector is primarily defined by using the Inter-Departmental Business Register (IDBR) legal status of organisations, or by selecting schools from the Department for Education's school establishment list. Only those organisations on the IDBR with a public sector legal status were eligible to be sampled. We made exclusions below sector-specific employment thresholds to reduce the respondent burden on small organisations. This approach meant that some organisations that are commonly considered as part of the public sector were not included.

General practitioners (GPs) are an example of public services not included in the pilot. GPs are classified as "social transfers in kind – market production purchased by general government and non-profit institutions serving households (NPISHs)", as described in our Public sector classification guide and forward work plan. They provide healthcare free at the point of use, and are services purchased by central government. However, GP surgeries are commonly classified as having a private sector legal statuson the IDBR. It is not possible to identify from the IDBR whether the services they deliver are solely on behalf of the NHS, with contracts to provide NHS healthcare free at the point of use. Conversely, an NHS health board has a public sector legal status and would be eligible to be surveyed. Academy schools or trusts are state funded but have charitable legal status. They are classified under central government, with the Department for Education being the sponsoring body, and so have been included in this pilot. Classifications are described in more detail in our Public sector classification guide and forward work plan.

Users may be interested in a more granular breakdown of results. This will require a separate weighting approach and further disclosure checks to maintain respondent confidentiality, which we will develop over the coming months. Results with extended breakdowns will be published when these weights have been fully quality assured.

Sampling and response rates

Public sector organisations, such as ministerial departments, were selected to represent themselves. Where the number of organisations were large, such as schools or local healthcare providers, a stratified random sample was drawn to represent the subsector. The sample was comprised of the eligible organisations in each sector.

Eligible organisations in the central government sector (selected by census)

• Ministerial departments

• Non-ministerial departments

• Arm's length bodies (ALBs)

• Executive agencies

• Devolved administrations and their departments, ALBs and agencies

Eligible organisations in the local government sector (selected by census)

• Local authorities

• Devolved English regions

Eligible organisations in the health and social care sector

• Health boards (selected by census)

• Health and social care providers (selected by threshold sample)

Eligible organisations in the police and fire services sector (selected by census)

• All headquarters

Eligible organisations in the education sector (selected by stratified random sample)

• Local authority schools

• Academy groups

• Academy schools

Achieving responses from local units below health board level in the health and social care sector proved to be challenging. The low response rate has led to concerns with data quality, so they were excluded for the purposes of this bulletin. Further work will be done to investigate the feasibility of deriving results from these respondents. The effective response rate was 18%. Response rates by public service are shown in Table 1.

Table 1: Response rates by public service

	Response rate	Completed	Sample size
Local government	40%	155	388
Central government	35%	85	242
Police and fire	35%	33	95
Health boards	20%	57	281
Education	16%	1423	8928
All	18%	1753	9934

Source: Public Sector Management Practices Survey (PSMPS) pilot from the Office for National Statistics

Download this table Table 1: Response rates by public service

.xls .csv

Weighting

Weighting is applied to results to make them reflect the population of organisations within the public sector, rather than just the organisations that have responded. Responses have been weighted by selection probability and response rates within stratification groups.

Selection probability weights are referred to as "a-weights". For the PSMPS, organisations that were selected by census were given an a-weight of 1, meaning they represent only themselves. If 20% of organisations within a stratification group were randomly sampled, each organisation sampled was assigned an a-weight of 5, so its return represented five organisations. A-weights were adjusted by the response rate of each group, using a similar approach. If 50% of organisations in a stratification group responded, each return in that group represented two organisations.

Future developments

The PSMPS pilot has captured an important baseline of management practices and provides a strong basis for conducting further waves of this survey. The survey gives important insight into how public sector organisations are managed, as well as how to measure management practices in the public sector.

Users may be interested in a more granular breakdown of results. This will require a separate weighting approach and further disclosure checks to maintain respondent confidentiality, which we will develop over the coming months. Results with extended breakdowns, such as by geography, will be published when these weights have been fully quality assured.

Official statistics in development

These statistics are labelled as "official statistics in development". Until September 2023, these were called "experimental statistics". Read more about the change in our Guide to official statistics in development.

We are developing how we collect and produce the data to improve the quality of these statistics. Once the developments are complete, we will review the statistics with the Statistics Head of Profession. We will decide whether the statistics are of sufficient quality and value to be published as official statistics, or whether further development is needed. Production may be stopped if they are not of sufficient quality or value. Users will be informed of the outcome and any changes.

We value your feedback on these statistics. Contact us at psmps@ons.gov.uk.

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9. Related links

Management practices in the UK: 2016 to 2023
Bulletin | Released 13 May 2024
Review of management practice scores for firms in the production and services industries across the UK in 2023 and Great Britain from 2016 to 2023.

Public sector managers' views on management practices, Great Britain: August to September 2024
Bulletin | Released 21 October 2024
Public sector managers' views on their organisations' management practices, administration, technology and innovation, and on how these affect productivity.

Time use in the public sector, further analysis, Great Britain: February 2024
Bulletin | Released 21 October 2024
Estimates of time spent by public sector workers on a range of work activities. These are official statistics in development.

How we are transforming our understanding of public services productivity
Blog | Released 21 October 2024
National Statistical blog explaining how work on public services productivity is progressing. Includes insights about where productivity could potentially be improved.

Time Well Spent: How the ONS is improving the measurement of public service productivity
Blog | Released 09 January 2024
National Statistical blog explaining why the Office for National Statistics (ONS) launched the pilot Time Use Survey for public sector workers.

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10. Cite this statistical bulletin

Office for National Statistics (ONS), released 21 October 2024, ONS website, statistical bulletin, Public Sector Management Practices Survey pilot, UK: 2023

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Click here to view original web page at www.investmentmonitor.ai

Search 2 keywords found: employment,services,manufactur

French energy management and automation company Schneider Electric has established a new manufacturing facility in Sharjah, UAE.

Located in the Hamriyah Free Zone, it will cater to the region’s growing demand for AI-powered data centre solutions. The free zone attained second place in fDi’s Global Free Zone of the Year Awards 2024.

Schneider Electric’s new site will manufacture and assemble AI-ready prefabricated modular data centres. It will contribute to the country’s ‘Make it in the Emirates‘ strategy and benefit from the National In-Country Value (ICV) program. Both initiatives aim to enhance the local economy and private sector’s role in the UAE’s GDP.

The new data centre line is designed to provide customers with more reliable services, reduce expenses, and expedite the implementation process. The facility will generate domestic employment predominantly in supply chain, logistics, project management, and maintenance.

Amel Chadli, president of Gulf countries at Schneider Electric said, “Our expansion in local manufacturing reflects Schneider Electric’s commitment to the UAE’s vision for industrial growth and sustainability.”

See Also:

• Levi Strauss joins Pakistan safety Accord, urged to join Bangladesh
• Trump-proofing the EU: too little, too late?

“By advancing our AI-powered data centre solutions, we are addressing the country’s increasing demand for scalable, energy-efficient, digital infrastructure.”

He further added that the facility will enable it to provide data centre solutions in alignment with “national economic objectives and the evolving needs of industries.”

The new site adds to Schneider Electric’s investments globally in 2024. In September, it opened a new $55m manufacturing site in Scarborough, UK. In March, it invested $140m to boost its operations in Tennessee, US.

According to GlobalData insights, Schneider Electric is most prolific at making international expansions in the electronics sector.

Click here to view original web page at www.prnewswire.co.uk

Search 2 keywords found: employment,services

Valmet Oyj's press release on October 21, 2024 at 12:00 p.m. EEST

ESPOO, Finland, Oct. 21, 2024 /PRNewswire/ -- Valmet announced on September 5, 2024, the start of change negotiations in its Paper business line's Board and Paper Mills business unit that included a plan to consider measures aimed at improving the profitability and competitiveness of the business operations. The business unit develops and delivers board and paper making lines and technologies globally. The scope of the negotiations covered all employees in Board and Paper Mills business unit in Finland, totaling approximately 1,300 employees. Other organizations or employees in the Paper Business Line were not included in the scope of the change negotiations.

As a result of the change negotiations, the employment of 112 people will end. In addition, there will be fixed-term position terminations, retirements, and internal transfers to other positions within Valmet. At the beginning of the negotiations, the need for employee reductions was estimated to be 200 positions.

Additionally, the Board and Paper Mills business unit will implement temporary layoffs lasting up to 90 days during the first half of 2025.

Valmet supports the re-deployment of the laid-off persons by offering i.e. personal career coaching.

Valmet has in total more than 19,000 employees globally, and in Finland it employes around 6,600 people.

VALMET
Corporate Communications

For more information, please contact:
Mikko Sillanpää, Vice President, Paper business line, Board and Paper Mills business unit, Valmet, tel. +358 40 766 4971
Petri Rasinmäki, Business Line President, Paper, Valmet, tel. +358 40 042 8422

Valmet has a global customer base across various process industries. We are a leading global developer and supplier of process technologies, automation and services for the pulp, paper and energy industries, and with our automation and flow control solutions we serve an even wider base of process industries. Our more than 19,000 professionals around the world work close to our customers and are committed to moving our customers' performance forward – every day.

The company has over 220 years of industrial history and a strong track record in continuous improvement and renewal. Valmet's net sales in 2023 were approximately EUR 5.5 billion.

Valmet's shares are listed on the Nasdaq Helsinki and the head office is in Espoo, Finland.

Follow us on valmet.com | X | X (IR) | LinkedIn | Facebook | YouTube | Instagram |

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Search 2 keywords found: productivity,services,technology

'This trend presents a dual opportunity for South Africa. It creates high-skilled jobs and drives economic growth through increased business efficiency.'

Following the outbreak of the Covid-19 pandemic, digital transformation has been a key imperative for businesses all over the world.

Greg Williams, regional vice president for South Africa at UiPath says automation and Artificial Intelligence (AI) have established themselves as solid pillars in the digital transformation.

“The recently released UiPath State of the Automation Professional report 2024 provides important insights into global trends that have significant implications for our local business environment.”

He is of the view that the findings of the report will outline how AI-powered automation can play an important role in helping companies in the country boost their competitiveness and efficiency.

Why companies go for AI-powered automation

The combination of AI and automation technologies can enhance efficiency and reduce manual labour. While AI will analyse data, amongst other things, automation technologies will execute tasks, and workflows, amongst other things.

Undocumented foreign nationals working in SA: What employers need to know

The report shows that the reason why businesses make use of AI is to increase productivity. “This fits perfectly with the need in our market to get the most out of limited resources,” he says.

The report reads, “Confirming other Bain research, survey findings showed that efficiency and productivity (85%) have been motivating factors in automation adoption, followed by cost reduction (35%).”

ALSO READ: AI could be a game changer for South Africa, says Malatsi

Sectors supporting AI-powered automation

The report reveals that 79% of IT companies have adopted automation, followed by customer service (58%), accounting (53%), and legal and compliance (21%).

Williams says financial services can make use of AI-powered automation in code writing and testing, which can enhance the development and security of financial and technology solutions.

“While mining can benefit from AI in documentation and process optimisation, improving safety and efficiency in operations.”

For the healthcare sector, he is of the view that AI-assisted documentation can relieve doctors and nurses from the burden of admin tasks, streamlining patient care and leaving more time for patient care, medical research, and more, especially in resource-constrained environments.

ALSO READ: How about an AI boss? – SA adopts ChatGPT for work, school and romance

Automation teams growing

He adds that automation teams are forever growing and getting better, which can provide jobs for many people in the country.

The report shows that 61% of companies worldwide have added more automation workers in the last year. While 81% of these companies plan to hire more people.

“This trend presents a dual opportunity for South Africa: it creates high-skilled jobs and drives economic growth through increased business efficiency.”

“For South African businesses, this means investing in upskilling programmes and partnering with educational institutions to create a pipeline of automation professionals. It is an opportunity to address our high youth unemployment rate by aligning skills development with the growing demand in the automation sector.”

ALSO READ: Google trends reveal South Africans keen to grow AI skills

Job satisfaction

Williams says the findings of the report also prove that the automation sector can provide job satisfaction and career stability.

“70% of automation professionals worldwide think they will stay in the industry for the next five years. This shows they are happy with their jobs and have a steady career path.”

The report details that 86% of professionals think their current job in automation will help them move up in their careers.

Are jobs in other sectors safe?

Advaita Naidoo, Africa managing director at Jack Hammer Global said AI will most certainly lead to affect certain jobs, but new sectors and jobs will be created.

“While we cannot yet understand the extent of the impact of AI on specific careers and fields and how the world of work, in general, is going to change in coming years, individuals have to start exploring this new terrain even in the absence of a map.”

NOW READ: The most important digital jobs for 2025 – and the skills needed to get one

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Search 2 keywords found: productivity,services,technology,robot,technical,mobility

About PhonePe Group:

PhonePe is India’s leading digital payments company with 50 crore (500 Million) registered users and 3.7 crore (37 Million) merchants covering over 99% of the postal codes across India. On the back of its leadership in digital payments, PhonePe has expanded into financial services (Insurance, Mutual Funds, Stock Broking, and Lending) as well as adjacent tech-enabled businesses such as Pincode for hyperlocal shopping and Indus App Store which is India's first localized App Store. The PhonePe Group is a portfolio of businesses aligned with the company's vision to offer every Indian an equal opportunity to accelerate their progress by unlocking the flow of money and access to services.

Culture

At PhonePe, we take extra care to make sure you give your best at work, Everyday! And creating the right environment for you is just one of the things we do. We empower people and trust them to do the right thing. Here, you own your work from start to finish, right from day one. Being enthusiastic about tech is a big part of being at PhonePe. If you like building technology that impacts millions, ideating with some of the best minds in the country and executing on your dreams with purpose and speed, join us!

JD - Associate Manager, Customer Experience Automation [Pincode, Indus]

The customer experience automation team for Pincode, and Indus businesses aims to create a smooth and automated support system for all customers, ensuring they receive top-notch assistance for all their needs and products. They collaborate closely with business and product teams to discover new possibilities, develop predictive models to detect potential issues in a customer's journey, and establish preventative measures.

Responsibilities

Own the development and management of PhonePe’s automated support channels for Pincode and Indus Businesses in alignment with business goals and improve key performance indicators (KPIs) such as (but not limited to) productivity, customer satisfaction, operational & process efficiency, automation %, etcBuild deep understanding of technical specification across a diverse portfolio of products to create memorable customer experiencesIdentify, scope and implement measurements and control variables for our support products - automated support, helpdesk, and other tooling suitesDesign and implement scalable automation frameworks for business-critical processes and enhance support metrics.Keep up with industry trends and continuously assess new technologies and tools that can be incorporated into the automation strategy.Create and manage SOPs of platform management ensuring compliance and security of platformsLead the team by example - plan the projects, assign tasks to the team, self-execute tasks to lead from the frontManage a team of highly motivated individual contributors and collaborate with cross functional teams to ensure the best user experience

Basic Requirements

Engineering graduate with 4+ years of experience in a technical domain related to customer experience, knowledge of SQLPrior experience of people managementPrior experience in CX or automation and experience robotic process automationAbility to deal with ambiguity and create processes to streamline information and knowledge dissipation

Ability to manage influence through persuasion, negotiation, and consensus building

Demonstrated desire for continuous learning and improvement

Good to have!

MBA and/or previous experience of digital payments landscape is a plus

2+ years of total experience in Program/Product management roles

Analytical, Inquisitive and process-oriented mindset

PhonePe Full Time Employee Benefits (Not applicable for Intern or Contract Roles)

• Insurance Benefits - Medical Insurance, Critical Illness Insurance, Accidental Insurance, Life Insurance
• Wellness Program - Employee Assistance Program, Onsite Medical Center, Emergency Support System
• Parental Support - Maternity Benefit, Paternity Benefit Program, Adoption Assistance Program, Day-care Support Program
• Mobility Benefits - Relocation benefits, Transfer Support Policy, Travel Policy
• Retirement Benefits - Employee PF Contribution, Flexible PF Contribution, Gratuity, NPS, Leave Encashment
• Other Benefits - Higher Education Assistance, Car Lease, Salary Advance Policy

Working at PhonePe is a rewarding experience! Great people, a work environment that thrives on creativity, the opportunity to take on roles beyond a defined job description are just some of the reasons you should work with us. Read more about PhonePe on our blog.

Life at PhonePe

PhonePe in the news

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Search 2 keywords found: employment,services,manufactur,technology,technical

KUALA LUMPUR: The MYFutureJobs portal recorded a total of 575,044 active job seekers from January to September this year, the Dewan Rakyat was told today.

Deputy Human Resources Minister Datuk Seri Abdul Rahman Mohamad said according to statistics from the Social Security Organisation (Perkeso) the figure was compared to the 125,956 job vacancies advertised on the portal.

He said to address the challenges of underemployment, particularly for new graduates and local workers, the ministry has introduced various programmes.

These include training initiatives under the Employment Insurance System; the Future Worker Training Scheme; courses focused on Industrial Revolution 4.0; strategic collaborations with technology centres; and, funding from the Skills Development Fund Corporation for skill trainees.

"The ministry is committed to ensuring that graduates and local workers can meet future economic challenges with the necessary skills, particularly in the technology and Industry 4.0 sectors, including rapidly growing automation and artificial intelligence," he said in response to Oscar Ling Chai Yew (PH-Sibu).

Ling had inquired about the skills training programmes planned by the ministry to enhance the marketability of graduates and local workers in the technology and Industry 4.0 sectors amid an increasingly competitive job market.

Meanwhile, Rahman said, between 2020 and Sept 27 of this year, a total of 293,639 workers lost their jobs.

Of this total, 75,615 workers were from the manufacturing sector; 43,614 from wholesale and retail trade; 23,907 from professional, scientific, and technical activities; 19,931 from ICT; 23,124 from accommodation and food services; 21,233 from construction; 20,953 from transportation, and 65,262 from other sectors.

Click here to view original web page at www.rocketlabusa.com

Search 2 keywords found: employment,technology,software,technical

About The Role

ABOUT ROCKET LAB

Rocket Lab is a global leader in launch and space systems. The rockets and satellites we build and launch enable some of the most ambitious and vital space missions globally, supporting scientific exploration, Earth observation and missions to combat climate change, national security, and exciting new technology demonstrations. Our Electron rocket has provided reliable access to orbit since 2018, becoming one of the most frequently launched rockets in the world. Neutron will be our next rocket on the launch pad, an advanced 13-tonne payload class, reusable rocket to launch the mega constellations of the future. Our space systems business includes our extensive line of satellites and components that have enabled more than 1,700 missions including the James Webb Space Telescope, NASA Psyche Mission, Artemis I, Mars Ingenuity helicopter, and more.

Join our pioneering team and launch your career to new heights!

ABOUT THE ROLE:

As a Software Engineer I in the Business Automation Terrestrial Software team, you will contribute significantly to designing, developing, and maintaining software systems that are fundamental to our mission success. Collaborating closely with cross-functional teams and stakeholders, you'll have the opportunity to contribute to the full software lifecycle – from conception of solutions for intricate challenges, to ensuring the dependability of critical systems. The software solutions we create in-house solve challenges across the entire business – from mission planning, to launch vehicle configuration, to ground station reservations, to production floor optimization - these are anything but ordinary challenges!

YOU'LL BRING THESE QUALIFICATIONS:

• Minimum of 3 years professional experience within a relevant discipline.
• Confidence in full stack Typescript application development.
• Confidence in relational databases and object-relational mappers.
• Ability to understand complex technical challenges.
• Ability to write clean, maintainable, scalable code.
• Experience with MVC frontend frameworks (Angular, React, Vue, etc.).
• Experience creating unit tests.
• A team player with a positive attitude.

THESE QUALIFICATIONS WOULD BE NICE TO HAVE:

• Node.js and NestJS experience.
• Experience with RxJS observables.
• Docker and Kubernetes experience.
• Experience with build systems and tooling.
• Experience with Git and CI/CD pipelines.
• Experience with agile scrum methodologies.
• Elasticsearch experience.
• Linux as a development environment.

ROCKET LAB EMPLOYEE BENEFITS:

• The opportunity to work on innovative and groundbreaking technology.
• Access to world leading experts to develop your career.
• Unlimited barista coffee, fruit, and snacks.
• Rocket Lab merchandise – t-shirts, mission patches, etc.
• Discounted health insurance with Southern Cross.
• Additional parental leave entitlements.
• An employee stock purchase program.
• A vibrant team culture with social activities throughout the year.

If the above sounds like you, apply now!

Important Information

FOR CANDIDATES SEEKING TO WORK IN NEW ZEALAND OFFICES ONLY

While we celebrate diversity and encourage all qualified candidates to apply irrespective of background or identity, for security reasons background checks will be undertaken prior to any employment offer being made to an applicant. These checks will include nationality checks as it is a requirement of this position that you be eligible to access equipment and data regulated by the United States' International Traffic in Arms Regulations.

Under these Regulations, you may be ineligible for this role if you do not hold citizenship of Australia, Japan, New Zealand, Switzerland, the European Union or a country that is part of NATO, or if you hold ineligible dual citizenship or nationality. For more information on these Regulations, click here ITAR Regulations.

WHAT TO EXPECT

We’re on a mission to unlock the potential of space to improve life on Earth, but that’s not an easy task. It takes hard work, determination, relentless innovation, teamwork, grit, and an unwavering commitment to achieving what others often deem impossible. Our people out-think, out-work and out-pace. We pride ourselves on having each other’s backs, checking our egos at the door, and rolling up our sleeves on all tasks big and small. We thrive under pressure, work to tight deadlines, and our focus is always on how we can deliver, rather than dwelling on the challenges that stand in the way.

Important information:

FOR CANDIDATES SEEKING TO WORK IN US OFFICES ONLY:

To conform to U.S. Government space technology export regulations, including the International Traffic in Arms Regulations (ITAR), Rocket Lab Employees must be a U.S. citizen, lawful U.S. permanent resident (i.e., current Green Card holder), or lawfully admitted into the U.S. as a refugee or granted asylum, or be eligible to obtain the required authorizations from the U.S. Department of State and/or the U.S. Department of Commerce, as applicable. Learn more about ITAR here.

Rocket Lab provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws. This policy applies to all terms and conditions of employment at Rocket Lab, including recruiting, hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation and training.

Applicants requiring a reasonable accommodation for the application/interview process for a job in the United States should contact Giulia Biow at g.biow@rocketlabusa.com.This dedicated resource is intended solely to assist job seekers with disabilities whose disability prevents them from being able to apply/interview. Only messages left for this purpose will be considered. A response to your request may take up to two business days.

FOR CANDIDATES SEEKING TO WORK IN NEW ZEALAND OFFICES ONLY:

For security reasons background checks will be undertaken prior to any employment offers being made to an applicant. These checks will include nationality checks as it is a requirement of this position that you be eligible to access equipment and data regulated by the United States' International Traffic in Arms Regulations.

Under these Regulations, you may be ineligible for this role if you do not hold citizenship of Australia, Japan, New Zealand, Switzerland, the European Union or a country that is part of NATO, or if you hold ineligible dual citizenship or nationality. For more information on these Regulations, click here ITAR Regulations.

Click here to view original web page at mygwork.com

Search 2 keywords found: employment,manufactur,software

At Jabil we strive to make ANYTHING POSSIBLE and EVERYTHING BETTER. We are proud to be a trusted partner for the world's top brands, offering comprehensive engineering, manufacturing, and supply chain solutions. With over 50 years of experience across industries and a vast network of over 100 sites worldwide, Jabil combines global reach with local expertise to deliver both scalable and customized solutions. Our commitment extends beyond business success as we strive to build sustainable processes that minimize environmental impact and foster vibrant and diverse communities around the globe.

JOB SUMMARY

The purpose of the job is to design automation engineering projects in the area of assignment, e.g., mechanical, electrical, electronics, software application. The Sr. Automation Design Engineer reviews and analyzes project requirements, specification, plan, design and installation. Position is responsible for design of automation equipment to ensure stipulated specification and requirements are met, and delivered within budget and on time. Position supports Lead Engineer of respective area in design of automation equipment.

ESSENTIAL DUTIES AND RESPONSIBILITIES

· Designs automation equipment in respective areas of expertise, e.g., Mechanical, Electronics, Electrical, or Software Application.
· Works closely with Project Manager/Engineer to meet project time line and within budget.
· Reviews, understands and interprets requirements/specification accurately for integration into design of equipment.
· Ensures design for manufacturability.
· Acts as liaison with internal and/or external Assemblers/manufacturer of equipment to ensure all parts are manufactured to the design.
· Generates design drawings, installation manual, and user manual.
· Ensures all engineering times are logged into tracking system correspondent to the projects.
· May perform other duties and responsibilities as assigned.

JOB QUALIFICATIONS
KNOWLEDGE REQUIREMENTS

· Advanced knowledge of mechanical/electronics/electrical/software application engineering.
· Advanced knowledge of EMS industries.
· Advanced knowledge of automation equipment assembly and installation.
EDUCATION & EXPERIENCE REQUIREMENTS

· B.Sc. in Mechanical or Electronics/Electrical Engineering.
· Minimum 5- 7 years experiences in automation equipment design and installation.
· Or an equivalent combination of education, training or experience.

BE AWARE OF FRAUD: When applying for a job at Jabil you will be contacted via correspondence through our official job portal with a jabil.com e-mail address; direct phone call from a member of the Jabil team; or direct e-mail with a jabil.com e-mail address. Jabil does not request payments for interviews or at any other point during the hiring process. Jabil will not ask for your personal identifying information such as a social security number, birth certificate, financial institution, driver's license number or passport information over the phone or via e-mail. If you believe you are a victim of identity theft, contact your local police department. Any scam job listings should be reported to whatever website it was posted in.

Jabil, including its subsidiaries, is an equal opportunity employer and considers qualified applicants for employment without regard to race, color, religion, national origin, sex, sexual orientation, gender identity, age, disability, genetic information, veteran status, or any other characteristic protected by law.

Accessibility Accommodation

If you are a qualified individual with a disability, you have the right to request a reasonable accommodation if you are unable or limited in your ability to use or access Jabil.com/Careers site as a result of your disability. You can request a reasonable accommodation by sending an e-mail to Always_Accessible@Jabil.com with the nature of your request and contact information. Please do not direct any other general employment related questions to this e-mail. Please note that only those inquiries concerning a request for reasonable accommodation will be responded to.#whereyoubelong

Job OverviewJabilElectrical/Electronic Manufacturing

Click here to view original web page at theedgemalaysia.com

Search 2 keywords found: employment,services,manufactur,technology

Parliament

21 Oct 2024, 01:25 pm

KUALA LUMPUR (Oct 21): The rise of automation and artificial intelligence (AI) has led to job loss for 293,639 workers in Malaysia since 2020, data from the Ministry of Human Resources (Kesuma) showed.

The manufacturing sector has been the hardest hit, accounting for 75,615 lay-offs up until September 2024, Deputy Minister Datuk Seri Abdul Rahman Mohamad said in a ministerial question time in the Dewan Rakyat on Monday.

Other affected sectors include the wholesale and retail trade with 43,614 job losses, professional and scientific services with 23,907 jobs lost, as well as information and communication technology with 19,931 jobs lost.

The government has rolled out skills development programmes aimed at improving employability in technology-driven sectors, Abdul Rahman said. That includes the Employment Insurance System, the Future Workforce Training scheme, and courses focused on Industry 4.0, he noted.

Abdul Rahman was responding to a query from Datuk Seri Amirudin Shari (PH–Gombak), who had asked about the ministry’s plans to address the impact of automation and AI on job displacement and which industries are most affected.

"Kesuma is committed to ensuring that graduates and local workers are equipped to face future economic challenges with the necessary skills, particularly in the technology and Industry 4.0 sectors, including the rapidly growing fields of automation and artificial intelligence," he said.

On the upcoming revision of the minimum wage from RM1,500 to RM1,700 per month, Abdul Rahman said the ministry is still in the process of drafting the details and will release further information soon without providing a specific timeline.

Nevertheless, the revised policy will not affect skilled and semi-skilled workers, Abdul Rahman stressed. “The increase will primarily impact lower-level workers, such as labourers, who will be subject to the new minimum wage of RM1,700,” he noted.

For more Parliament stories, click here.

Click here for all you need to know about Malaysia's Budget 2025.

Edited ByJason Ng

Click here to view original web page at www.indiatoday.in

Search 2 keywords found: employment,consumer,manufactur,technology,software,robot

India’s engineering landscape, a key driver of innovation and industrial growth, is producing a vast number of graduates every year. However, employability amongst these graduates varies significantly across different branches of engineering. According to the Weebox India Skill Report 2024, sectors such as Information Technology (IT) and Computer Science lead the way in employability, while traditional engineering streams like Civil and Mechanical lag behind. This article explores the employability percentages across various engineering disciplines, shedding light on trends and implications for students, educators, and policymakers.

1. INFORMATION TECHNOLOGY (IT): A POWERHOUSE OF EMPLOYABILITY

Employability Rate: 68.44%

The IT sector continues to reign supreme, boasting the highest employability rate among engineering graduates at 68.44%. With the rise of digital transformation, automation, and artificial intelligence, the demand for skilled IT professionals has soared.

Graduates in this field possess a versatile skill set that includes programming, cybersecurity, cloud computing, and data analytics, making them highly sought-after in both domestic and global markets. The adaptability and growth of the IT industry ensure that students in this domain are at the forefront of employment opportunities.

2. COMPUTER SCIENCE ENGINEERING: RIDING THE WAVE OF TECHNOLOGICAL INNOVATION

Employability Rate: 66.00%

Closely following IT, Computer Science Engineering (CSE) graduates enjoy a high employability rate of 66.00%. The sector benefits from a rapidly evolving technology ecosystem where artificial intelligence, machine learning, the blockchain, and software development drive global innovation.

While many CSE graduates are drawn to top tech firms and startups, others find roles in research, development, and entrepreneurship, further enhancing the employability outlook for this discipline.

3. ELECTRONICS & COMMUNICATION ENGINEERING (ECE): BRIDGING THE DIGITAL AND PHYSICAL WORLDS

Employability Rate: 58.91%

With an employability rate of 58.91%, Electronics & Communication Engineering (ECE) graduates find themselves in a dynamic field that connects hardware and software technologies. ECE remains essential to industries like telecommunications, consumer electronics, and defence.

However, the rapid pace of technological changes demands constant upskilling as companies seek engineers adept in emerging technologies such as the Internet of Things (IoT) and 5G communication systems. This emphasises the need for universities to align curricula with current industry demands.

4. ELECTRICAL ENGINEERING: POWERING THE FUTURE, YET FACING CHALLENGES

Employability Rate: 57.69%

Electrical Engineering (EE), a core branch of engineering, has an employability rate of 57.69%. While the field remains crucial for sectors like power generation, renewable energy, and infrastructure, its employment prospects are slightly lower due to the slower pace of industrial modernisation and automation in India’s traditional power sector.

However, as India shifts towards renewable energy and smart grids, the demand for skilled electrical engineers is likely to grow, presenting future opportunities for graduates who are ready to embrace these changes.

5. MECHANICAL ENGINEERING: BRIDGING THE GAP BETWEEN LEGACY AND INNOVATION

Employability Rate: 54.86%

Mechanical Engineering, long considered the backbone of industrial development, records an employability rate of 54.86%. The field is still in demand in the manufacturing, automotive, and aerospace industries.

However, as these industries undergo digital transformation, engineers with proficiency in automation, robotics, and advanced manufacturing technologies stand a better chance of securing high-paying roles.

The gap between traditional mechanical engineering training and industry needs underscores the necessity for curriculum updates and practical exposure to cutting-edge technologies.

6. CIVIL ENGINEERING: CHALLENGES AND OPPORTUNITIES IN INFRASTRUCTURE DEVELOPMENT

Employability Rate: 54.31%

With an employability rate of 54.31%, Civil Engineering graduates face challenges finding employment, largely due to a slowdown in the construction and infrastructure sectors.

However, the Indian government's push for sustainable urban development, smart cities, and modern infrastructure projects could revive opportunities in this sector. Civil engineers with expertise in green construction, project management, and urban planning may find themselves in better standing, provided they adapt to the changing demands of the industry.

KEY INSIGHTS: ADDRESSING THE EMPLOYABILITY GAP

The Weebox India Skill Report 2024 highlights significant employability gaps across engineering disciplines, particularly in traditional fields like Civil and Mechanical engineering. The disparity in employability between IT, Computer Science, and other core engineering streams can be attributed to several factors:

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• Rapid Technological Change: Fields like IT and Computer Science are better aligned with the digital economy, offering higher adaptability and continuous innovation. In contrast, traditional branches face slower adaptation to technological advancements, impacting employability.

• Curriculum-Industry Gap: Many engineering curriculums, especially in core fields like Civil, Mechanical, and Electrical, have not evolved to meet industry expectations. Greater emphasis on industry partnerships, internships, and hands-on training could enhance job readiness.

• Demand for Specialised Skills: Emerging fields like AI, IoT, and renewable energy require niche expertise, which is often lacking in general engineering programs. Bridging this skills gap will be essential for improving employability in lower-ranked fields.

FUTURE DIRECTIONS FOR ENGINEERING EDUCATION IN INDIA

The employability percentages from the Weebox India Skill Report serve as a wake-up call for engineering education in India. While IT and Computer Science graduates continue to thrive in the job market, the onus is on institutions to revamp their programs in traditional engineering streams to better prepare graduates for evolving industry needs.

With industry-focused curricula, hands-on learning, and a focus on emerging technologies, the future of Indian engineering graduates can see a brighter and more balanced employability landscape.

Click here to view original web page at www.techfunnel.com

Search 2 keywords found: employment,productivity,technology,technical

By TechFunnel Contributors - Published on October 21, 2024

Share: Array

Tags : Hiring & Onboardingrecruitment

Artificial Intelligence has emerged as a game-changing force, revolutionizing how organizations identify, attract, and hire top talent. As we navigate through 2024, the integration of AI in recruitment processes has become more than just a trend—it’s a necessity for companies aiming to stay competitive in the war for talent.

This comprehensive guide will explore the multifaceted role of AI in recruitment, diving deep into its benefits, challenges, and practical applications. Whether you’re a seasoned HR professional, a hiring manager, or a business leader looking to optimize your recruitment strategies, this blog will provide you with valuable insights and actionable advice on leveraging AI to transform your hiring processes.

In this article

• Definition of AI for Recruiting
• Why AI Matters in Recruiting 2024
• AI vs. Machine Learning in Recruitment
• Advantages and Challenges
• AI Use Cases in Recruitment
• Top AI Recruiting Tools in 2024
• Will AI Replace Recruiters?
• Future Trends for AI in Recruiting

What is AI for Recruiting?

At its core, AI for recruiting refers to the application of artificial intelligence technologies to streamline and enhance various aspects of the hiring process. Unlike traditional automation tools that follow predefined rules, AI systems can learn from data, adapt to new inputs, and make decisions with minimal human intervention.

In the context of recruitment, AI goes beyond simple keyword matching or resume parsing. It encompasses sophisticated algorithms that can analyze vast amounts of data, recognize patterns, and make predictions or recommendations based on complex criteria. This could include assessing candidate fit, predicting job performance, or even conducting initial screenings through natural language processing.

Why AI is Important for Recruiting in 2024

The importance of AI in recruitment has never been more pronounced than it is in 2024. Here are some key reasons why AI has become indispensable:

1. Efficiency at Scale

   With the increasing volume of job applications, AI can process and analyze thousands of resumes in a fraction of the time it would take human recruiters.

2. Data-Driven Decision Making

   AI provides recruiters with deep insights and analytics, enabling more informed and objective hiring decisions.

3. Enhanced Candidate Experience

   AI-powered tools can offer personalized interactions and timely communications, improving the overall candidate journey.

4. Reduced Bias

   Properly implemented AI can help minimize unconscious biases in the hiring process, promoting more diverse and inclusive workplaces.

5. Predictive Hiring

   AI algorithms can predict candidate success and job fit based on various data points, improving the quality of hires.

Recent statistics underscore the growing adoption of AI in recruitment. According to a 2024 survey by HR Tech Insights, 78% of large enterprises now use some form of AI in their recruitment processes, up from 55% in 2022.

The Difference Between Artificial Intelligence and Machine Learning in Recruitment

While often used interchangeably, AI and Machine Learning (ML) are distinct concepts, especially in the context of recruitment:

• Artificial Intelligence is the broader concept of machines being able to carry out tasks in a way that we would consider “smart.” In recruitment, this could involve AI-powered chatbots handling initial candidate inquiries or AI systems making complex decisions about candidate suitability.

• Machine Learning is a subset of AI that focuses on the ability of machines to receive data and learn for themselves, changing algorithms as they learn more about the information they’re processing. In recruitment, ML might be used to improve resume screening accuracy over time or to refine candidate matching algorithms based on successful hires.

For example, an AI-powered recruitment system might use machine learning algorithms to continuously improve its ability to identify top candidates by learning from past successful hires and adapting its criteria accordingly.

( Also Read: Recruitment Automation in the Age of AI )

Advantages of AI: Enhancing Recruitment Practices

1. Reduce Administrative Work

   One of the most significant benefits of AI in recruitment is its ability to automate time-consuming administrative tasks. AI-powered tools can handle resume screening, schedule interviews, and manage candidate communications, freeing up recruiters to focus on more strategic aspects of their role.

   For instance, tools like Ideal can automatically screen, grade, and shortlist candidates, reducing time-to-hire by up to 75%.

2. Speed Up Volume Screening

   AI excels at processing large volumes of data quickly and accurately. In recruitment, this translates to the ability to screen thousands of applications in minutes, identifying the most qualified candidates based on predefined criteria.

   Advanced AI algorithms can analyze not just keywords but also contextual information, work experience relevance, and even writing style to assess candidate suitability.

3. Diversify Your Talent Pool

   AI can play a crucial role in promoting diversity in hiring by helping to eliminate unconscious biases. By focusing on skills, qualifications, and potential rather than demographic factors, AI-driven screening can surface diverse candidates who might otherwise be overlooked.

   A 2023 study by the Society for Human Resource Management (SHRM) found that companies using AI in recruitment reported a 20% increase in workforce diversity over two years.

4. Enhance the Candidate Experience

   AI-driven tools like chatbots and virtual assistants can significantly improve the candidate experience by providing instant responses to queries, offering personalized job recommendations, and keeping candidates informed throughout the hiring process.

   For example, Mya Systems’ conversational AI can engage with candidates 24/7, answering questions and guiding them through the application process, resulting in higher candidate satisfaction rates.

Challenges and Risks: Navigating the AI Landscape in Recruitment

1. Variable Quality of Candidates

   While AI can efficiently process large volumes of applications, there’s a risk of overlooking high-potential candidates who don’t fit traditional criteria. AI algorithms may struggle to evaluate soft skills or unique experiences that don’t align with predefined patterns.

   To mitigate this, it’s crucial to regularly review and refine AI models, ensuring they capture a holistic view of candidate potential.

2. Loss of Human Touch

   The increased use of AI in recruitment raises concerns about the loss of personal interaction in the hiring process. While AI can streamline many aspects, the human element remains crucial for assessing cultural fit, interpersonal skills, and building relationships with candidates.

   Striking the right balance between AI efficiency and human interaction is key to a successful recruitment strategy.

3. Making a Large Investment

   Implementing AI in recruitment often requires significant upfront investment in technology, training, and infrastructure. Organizations must carefully consider the long-term ROI and choose solutions that align with their specific needs and goals.

Ethical and Legal Concerns in AI Recruitment

As AI becomes more prevalent in hiring decisions, ethical and legal considerations come to the forefront. Issues such as data privacy, algorithmic bias, and compliance with employment laws must be carefully addressed.

Organizations must ensure their AI recruitment tools comply with regulations like the EU’s General Data Protection Regulation (GDPR) and the US Equal Employment Opportunity Commission (EEOC) guidelines.

Use Cases for AI in Recruitment

• Candidate Sourcing and Attraction

  AI-powered tools can analyze job descriptions and automatically search various platforms to identify potential candidates. These tools can also personalize job advertisements and tailor outreach messages to increase engagement with passive candidates.

  For example, Entelo uses AI to source candidates from various online platforms, predicting which candidates are most likely to be open to new opportunities.

• Candidate Screening & Interview Support

  AI can conduct initial screenings through chatbots or video interviews, assessing candidates’ responses and body language to provide insights to human recruiters.

  HireVue, for instance, offers AI-powered video interviewing that analyzes candidate responses, facial expressions, and tone of voice to provide recruiters with additional data points for evaluation.

• Talent Assessment and Skills Matching

  AI algorithms can assess candidates’ skills and match them to job requirements more accurately than traditional methods. These tools can analyze resumes, social media profiles, and even coding samples to evaluate technical skills.

  Platforms like Pymetrics use AI-driven gamified assessments to measure cognitive and emotional traits, matching candidates to roles where they’re most likely to succeed.

• Offer Management and Onboarding

  AI can streamline the offer process by analyzing market data to suggest competitive compensation packages. During onboarding, AI-powered virtual assistants can guide new hires through paperwork and initial training, ensuring a smooth transition.

• AI for Candidate Engagement and Communication

  AI-driven communication tools can maintain engagement with candidates throughout the recruitment process. Chatbots can provide updates, answer frequently asked questions, and even schedule interviews.

  For example, Paradox.ai’s Olivia assistant can handle candidate communications, freeing up recruiters’ time while ensuring candidates stay informed and engaged.

Responsible Use of AI in Recruitment

To ensure the ethical and effective use of AI in recruitment, organizations should:

1. Regularly audit AI algorithms for bias and fairness
2. Maintain transparency about the use of AI in the hiring process
3. Provide human oversight and the ability to override AI decisions
4. Ensure compliance with data protection regulations
5. Continuously train and update AI models with diverse datasets

Best AI Recruiting Tools Available in 2024

1. Smart Sourcing by Indeed

   Leverages AI to match job seekers with relevant opportunities based on their skills and experience.

2. Betterleap

   Uses AI to automate outreach and nurture relationships with passive candidates.

3. AI

   Offers AI-powered video interviewing and assessment tools.

4. Test Gorilla

   Provides AI-driven skills assessments and personality tests.

5. Eightfold AI

   Offers a comprehensive talent intelligence platform for sourcing, engaging, and hiring candidates.

How AI Can Support Diversity, Equity, and Inclusion (DEI) Initiatives

AI can play a significant role in promoting DEI in recruitment by:

• Removing identifying information from resumes to reduce unconscious bias

• Using language analysis tools to ensure job descriptions are inclusive

• Expanding candidate sourcing to diverse talent pools

• Providing data-driven insights on diversity metrics throughout the hiring funnel

However, it’s crucial to ensure that AI models themselves are trained on diverse datasets to avoid perpetuating existing biases.

Best AI Recruiting Tools Available in 2024

1. Smart Sourcing by Indeed

   Leverages AI to match job seekers with relevant opportunities based on their skills and experience.

2. Betterleap

   Uses AI to automate outreach and nurture relationships with passive candidates.

3. AI

   Offers AI-powered video interviewing and assessment tools.

4. Test Gorilla

   Provides AI-driven skills assessments and personality tests.

5. Eightfold AI

   Offers a comprehensive talent intelligence platform for sourcing, engaging, and hiring candidates.

How AI Can Support Diversity, Equity, and Inclusion (DEI) Initiatives

AI can play a significant role in promoting DEI in recruitment by:

• Removing identifying information from resumes to reduce unconscious bias

• Using language analysis tools to ensure job descriptions are inclusive

• Expanding candidate sourcing to diverse talent pools

• Providing data-driven insights on diversity metrics throughout the hiring funnel

However, it’s crucial to ensure that AI models themselves are trained on diverse datasets to avoid perpetuating existing biases.

( Also Read: Future of HR: AI in Talent Acquisition )

The Future of AI in Recruitment: Will AI Replace Recruiters?

While AI is transforming recruitment, it’s unlikely to replace human recruiters entirely. Instead, AI will augment human capabilities, handling routine tasks and providing data-driven insights to support decision-making.

The future of recruitment will likely involve a symbiotic relationship between AI and human recruiters, with AI handling data processing and initial screenings while humans focus on relationship-building, complex decision-making, and strategic talent acquisition.

Preparing for the Implementation of AI in Your Recruitment Process

To successfully implement AI in your recruitment process:

1. Assess your current recruitment challenges and identify areas where AI can add value
2. Research and select AI tools that align with your specific needs and integrate with your existing systems
3. Ensure buy-in from stakeholders by clearly communicating the benefits and addressing concerns
4. Provide comprehensive training for your recruitment team on using AI tools effectively
5. Start with a pilot program and gradually expand based on results and feedback
6. Continuously monitor and evaluate the performance of AI tools, making adjustments as needed

What’s Next on the Horizon for AI in Recruiting?

As we look to the future, several exciting developments are on the horizon for AI in recruiting:

1. Advanced Natural Language Processing

   Improved ability to understand and generate human-like text, enabling more sophisticated candidate interactions.

2. Predictive Analytics

   Enhanced capabilities in forecasting hiring needs and candidate success based on complex data patterns.

3. Augmented Reality (AR) in Recruitment

   AR technologies may be integrated into recruitment processes for immersive job previews or virtual office tours.

4. Blockchain for Credential Verification

   AI-powered blockchain solutions could streamline the verification of candidate credentials and work history.

5. Emotion AI

   Advanced systems that can better interpret human emotions and soft skills during video interviews or interactions.

The Role of AI in Building Employer Brand

AI is increasingly playing a role in shaping and promoting employer brands:

1. Personalized Candidate Experiences

   AI can tailor the recruitment process to individual candidates, reflecting the company’s values and culture.

2. Consistent Messaging

   AI-powered content generation tools can ensure consistent brand messaging across various recruitment channels.

3. Social Media Monitoring

   AI can analyze social media sentiment about the company, providing insights to improve employer branding strategies.

4. Employee Advocacy

   AI tools can identify and amplify positive employee stories, strengthening the employer brand from within.

AI in Recruitment: Myths vs. Reality

As AI becomes more prevalent in recruitment, it’s important to dispel common myths:

• Myth: AI completely replaces human decision-making in hiring. Reality: AI augments human capabilities but doesn’t eliminate the need for human judgment, especially in final hiring decisions.

• Myth: AI recruitment tools are inherently biased. Reality: While AI can reflect biases present in training data, properly designed and monitored AI systems can actually help reduce bias in hiring.

• Myth: Implementing AI in recruitment is too complex and expensive for small businesses. Reality: Many AI recruitment tools are now scalable and affordable, with options suitable for businesses of all sizes.

• Myth: Candidates dislike interacting with AI during the recruitment process. Reality: When implemented thoughtfully, AI can enhance the candidate experience through faster responses and personalized interactions.

Final Thoughts: Striking the Right Balance Between AI and Human-Centric Recruitment

As we’ve explored throughout this guide, AI has the potential to revolutionize recruitment, offering unprecedented efficiency, insights, and candidate experiences. However, the key to success lies in striking the right balance between leveraging AI’s capabilities and maintaining the human touch that is essential to effective hiring.

By understanding the strengths and limitations of AI in recruitment, addressing challenges proactively, and implementing AI tools thoughtfully, organizations can create a recruitment process that is both high-tech and high-touch. This balanced approach will not only improve hiring outcomes but also position companies to attract and retain top talent in an increasingly competitive landscape.

As we move further into 2024 and beyond, the organizations that thrive will be those that embrace AI as a powerful tool in their recruitment arsenal while continuing to value the irreplaceable human elements of empathy, intuition, and relationship-building in the hiring process.

The future of recruitment is here, and it’s a future where AI and human expertise work hand in hand to build stronger, more diverse, and more successful teams.

Related Articles:

How Artificial Intelligence Can Change the HR Recruitment Process

5 Ways AI is Improving HR Recruitment Process

TechFunnel Contributors | TechFunnel.com is an ambitious publication dedicated to the evolving landscape of marketing and technology in business and in life. We are dedicated to sharing unbiased information, research, and expert commentary that helps executives and professionals stay on top of the rapidly evolving marketplace, leverage technology for productivity, and add value to their knowledge base.