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LOCAL GOVERNMENT
• Organisations need to develop transition strategies to manage the disruption to the workforce . Leaders need to be aware of their role and develop the skills required to ensure success ;
• Traditional supply and demand forecasting must be replaced with agile workforce shaping . A structured yet agile approach to determine the appropriate shape and size of the workforce incorporating all elements , including employed vs . contingent , human vs . digital , career ladder vs . career lattice ;
• Early movers are already learning lessons about the best way to deploy Intelligent Automation . One lesson is the importance of preparing the workforce and enabling them to re-skill themselves for new roles .
Just like snowflakes , every employee is different . Job descriptions , rules , regulations , compliance and routines can limit opportunities for staff . By re-strategising talent management , councils that foster an adaptable workforce , optimise their people , boost employee engagement and reinvent reward , have the best chance of success .
The hybrid workforce
This is especially true today as the use of AI is increasingly harnessed , with chatbots , for example , used more and more to handle customers ’ frequently asked questions online and presenting an interesting proposition for the ’ 24 hour Mayor / council .’
This hybrid workforce will become the everyday norm . But the rise of robotics , along with the disruption of sectors and jobs , can spark a fear of job losses or obliteration of certain skill requirements . There are many vocal doom-sayers , but the fact remains that the unemployment rate in Australia today is 5.7 percent which is still less than it was in the year 2000 .
If councils can employ technology to perform mundane , repetitive tasks , what KPMG calls ‘ rule
GOVLINK » ISSUE 2 2018