Fourth Industrial Revolution & the Future Workforce: Implications for HRM

This study set out to determine how prepared Australian HRM professionals are for the impact of the Fourth Industrial Revolution (FIR) on organisations, workplaces, jobs and skills. To address this question surveys and focus groups were conducted with support from AHRI.

Survey respondents numbered 250 in total and focus group members, 19. Respondents work in a range of sectors with most in Professional, Scientific & Technical then Public Administration and Safety. Nearly half the respondents were HR Managers followed by HR Directors and HR consultants. The majority of respondents work in large organisations (1,000 and over employees) followed by small organisations (100-499 employees) with only 8 percent of participants working in medium size organisations (500- 999 employees).

The findings indicate that the current adoption of AI/robotics technologies in HRM functions is limited and so was intention to employ in the future. Supervisory and technical support for such developments was also rated at relatively low levels. The most commonly-used current technologies are embedded IT systems (79.3%) and the least employed artificial intelligence (39.5%). Most respondents agreed, however, that AI would be useful for their organisations and would assist with accomplishing tasks more quickly, improving job performance, increasing productivity and making jobs easier for employees. This is interesting given the responses to a later question which asked about intention to use AI where responses indicated that the majority of respondents do not intend to use it. Marginal support was shown in relation to the potential contributions of FIR technologies to HR process enhancement and overall HR effectiveness along with a lack of support was indicated in terms of employee acceptance of such processes, indicating some resistance to change in AI adoption – a factor referred to by several focus group members.

Focus group findings supported the survey results which showed the majority of respondents were not impressed with the lack of government FIR strategies and policies. In summary, the findings indicate a lack of AI adoption both in terms of general usage and usage in relation to HR roles and processes. AHRI could be of assistance here providing resources, case studies and awareness raising as well as advising government in terms of how AI adoption could be supported more widely in relation to preparedness for the future of work in Australia.