Automation and robotics create great opportunities, but Human Resources (HR) needs to engage in a much more active conversation within their own organisation. It is not interesting to see automation as a cost issue, rather focus on improving your service and customer experience. In a Dutch article I elaborate on the fact that practically no one is actively asking what work will look like and which skills sets will be important for employees. Organisations should proactively approach people with this line of questioning. Line management is opportunistic, and especially concerned with the short-term result. It is crucial for HR to take the lead in the ‘future of work’ discussion.
Lately I have been delving into the different business models for Robotic Process Automation, or as it’s called in short: RPA. How are these RPA business models implemented, how are suitable processes identified and how are the services charged? Most important, why do RPA projects fail most of the time, although they initially seemed to be with high potential. In this blog I will elaborate on which processes are suited for current state RPA and explain how I think they should be implemented. In closing I will dive into the remuneration of the RPA provider.
The latest buzz is the ‘new industrial revolution’. The advances in data science and artificial intelligence are creating new ways to approach businesses that can lead to a major increase of productivity. The insights that are generated by these technologies will give businesses the opportunity to rethink their operational model and the needed human skills. Will it affect the workforce? Will it change the labour market? Yes, we need to accept that and look at the benefits of finally being able to empower the human-to-human approach.
Humans are afraid of change, always have been. Change means stepping outside the comfort zone. Why do we feel threatened by that, instead of feeling challenged by the opportunities it provides us?