- Automation will account for an average of 21% of all work being done in Indonesia the next three years
- Organisations are taking steps to address skills and talent gaps, but less than 1% are prepared for the imminent challenges
- Half of Indonesian employers are already taking steps towards addressing talent deficits through workplace planning and action
JAKARTA, Indonesia, May 9, 2018 /PRNewswire/ -- Workplace automation is expected to nearly double in Indonesia in the next three years, transforming workplaces and the skills required for future jobs, according to a survey by Willis Towers Watson (NASDAQ: WLTW), a leading global advisory, broking and solutions company.
The 2017 Global Future of Work Survey found that companies in Indonesia expect automation will account for an average of 21% of all work being done in the next three years. This is a considerable increase on the 11% of work being done using automation today and just 7% three years ago.
Organisations say that the main goal of implementing such technology, including the use of artificial intelligence and robotics, is to enhance and improve human performance and productivity, replacing some - but not all - of the work found in jobs today, from routine back-office services, like creating reports and filing, to tasks like self-driving vehicles.
"We know that the implementation of new technologies in the workplace will only continue in the future. However, our survey shows that not all organisations are prepared to address the growing challenges, such as identifying new career pathways," said Henry Hanafiah, Talent and Rewards Leader, Indonesia, Willis Towers Watson.
Henry added, "It's important to note, though, that while we will see an increase in machines and robots in the workplace, they will not replace humans. Instead, the benefits of automation will reduce risk, increase workforce and workplace flexibility, change the way work is performed, and reduce costs."
Varied Readiness for Changing Workplaces
Emerging jobs, such as Robot Trainers, Data Scientists, Machine Learning Engineers, and Data, Talent & AI Integrators, will see employees working with and alongside new technology. As many of these future jobs do not exist in organisations today, employers will need to deconstruct jobs based on their component tasks and identify the responsibilities that can be automated.
From there they can then identify and seek out candidates with the right capabilities for the tasks they need to perform. A cost component may follow as well, as 57%, or more than half of Indonesian employers, expect that they will be paying higher salaries for employees with certain skill sets.
"One recent example of workplace transformation in Indonesia is Jenius, a personalized mobile banking application owned by Bank Tabungan Pembangunan Nasional (BTPN). Jenius was designed to enable customers to manage banking activities such as saving, transacting or managing money from their smartphones. Importantly, to develop and implement Jenius, BTPN established a separate start-up unit within its operations to ensure employees with the critical skill-sets not found in 'traditional bank roles', such as scrum masters, tech leads and agile developers were hired," added Henry.
Willis Towers Watson's survey also revealed that, across industries, 54%, or more than half, of employers are planning to take steps towards addressing talent deficits through workplace planning and action, enabling careers based on a more agile and flattened structureand assessing talents to identify "skills and wills" gaps.
The survey found that less than 1% of organizations have already taken steps or are fully prepared to identify reskilling pathways for employees whose work is being subsumed by automation. Many organisations are taking steps to prepare for these organisational changes. There is still a lack of clarity on who will lead and drive the change agenda internally and whether HR departments will need to expand their capabilities to drive talent management practices in this new business landscape.
Effective Communication from Leaders is Critical
As organisations plan for this workplace evolution, it is critical for leaders and managers to develop a personalised messaging to communicate and lead the change around how humans and automated workers will work together, while articulating a roadmap that alleviates fears of labour substitution.
"There is a pervasive awareness among regional business leaders that they need to develop their leaders and managers to orchestrate a radically different work ecosystem. This includes the need to embed and drive a culture that places a priority on employee engagement - whether employed or contingent," added Maggy Fang, Head of Talent and Rewards for Asia Pacific at Willis Towers Watson.
About the Global Future of Work Survey
The Willis Towers Watson Global Future of Work Survey was conducted in November 2017. A total of 909 companies worldwide, including 507 from the Asia Pacific, participated in the survey.
About Willis Towers Watson
Willis Towers Watson (NASDAQ: WLTW) is a leading global advisory, broking and solutions company that helps clients around the world turn risk into a path for growth. With roots dating to 1828, Willis Towers Watson has more than 40,000 employees serving more than 140 countries. We design and deliver solutions that manage risk, optimize benefits, cultivate talent, and expand the power of capital to protect and strengthen institutions and individuals. Our unique perspective allows us to see the critical intersections between talent, assets and ideas - the dynamic formula that drives business performance. Together, we unlock potential. Learn more at willistowerswatson.com.
Hannah Muthiah: + 62 87878653325 | firstname.lastname@example.org
Cynthia Wong: + 65 9818 6905 | email@example.com
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