Chapter 4 - 4IR Flashcards
INTRODUCTION - SFIC
The 4IR is a technological shift that is driven by a fusion of technologies that blurs the lines between physical, digital, and biological spheres
The 4IR builds on the foundations of the Third Industrial Revolution, which introduced automation and digitalization,
The 4IR integrates a wide range of advanced technologies such as AI, Robotics & IoT
By combining these technologies, the 4IR enables “smart” systems that can respond intelligently and adapt to changing conditions
4.9 Challenges Presented by the 4IR for Human Resource Management - AMUSRI AFPDDDP
ADAPTING to a Rapidly Changing Worker Profile
The MILLENIAL workforce seeks flexibility, meaning HRM must adapt by offering attractive work environments that appeal to their values
UNDERSTANDING the Subtleties of Workers’ Qualifications
SKILLS needed for technology-intensive roles are short as the skills taught in educational institutions may not match the job-specific competencies required in a 4IR environment
RETAINING and Engaging a Changing Workforce
INCENTIVES are often insufficient to retain talent in a 4IR landscape where employees, especially millennials, value work-life balance and job satisfaction
ALIGNING Technology Best Practices to Global Management Strategy
Public sector FACES challenge in keeping up with rapidly evolving global technological standards due to financial constraints
PERFORMANCE management
The 4IR DEMANDS a data -driven approach
DATA-based management
Data analytics can inform talent acquisition, workforce planning, and performance measurement, but the necessary infrastructure and training must be in place to leverage these tools effectively
PROTECTION of information
Public HR departments must prioritize cyber-resilience by investing in secure digital infrastructures and implementing stringent data governance practices to protect both employee privacy and organizational integrity
4.15 Opportunities Provided by the 4IR
- MAUDAPMC
MONITORING and Evaluation as a Data-Driven Process
ADVANCED analytics can be used to inform public policy and HR practices, enhancing decision-making with real-time insights
USING the 4IR to Improve Human Resource Practice
DIGITAL platforms enable the hiring of younger, tech-skilled workers while offering pathways for early retirement for older employees.
AUDITING Skills
can determine PREPAREDNESS of employees in meeting 4IR demands
MOVING from Linear to Complex Planning for the 4IR
adopt COMPLEX , multi-stakeholder planning approaches that incorporate inputs from diverse sectors, including public, private, and technological experts
4.13.2 Skills for the 4IR - BEST
BASIC Digital Literacy
Public servants must become comfortable with new digital systems and tools essential to 4IR, such as data management software, virtual communication platforms, and digital collaboration tools
ENTREPRENEURIAL skills
Entrepreneurship in the public sector often translates into intrapreneurship, where employees innovate within their roles to streamline public service delivery and enhance citizen engagement.
SOFT skills
skills such as the ability to communicate effectively across various digital platforms and work collaboratively in diverse teams is increasingly crucial, as public servants are expected to manage both human and machine relationships within the workplace.
TECHNICAL Skills
Technical proficiency is essential, including familiarity with data analysis, artificial intelligence, and coding
4.14 Challenges to Skills Development - SLUDIF
Socioeconomic and Historical Barriers
historical inequalities contribute to ongoing challenges in education and employment. Addressing this legacy requires substantial investment in equal educational opportunities and targeted skills development to prepare underrepresented populations for roles in the 4IR.
Lack of Managerial Support for Diversity in Skillsets
Traditional management structures may not support the varied skill sets needed in the 4IR
Managers must be trained to recognize and encourage innovative and interdisciplinary skills among their teams to foster a more adaptable workforce.
Uncertainty in Job Roles
The dynamic nature of the 4IR means that many future job roles are unknown, making skills planning challenging.
Consequently, training efforts must anticipate roles that may not yet exist, a significant challenge for policymakers who need to forecast labor needs in an ever-changing landscape
Disconnect Between Education and Job Market Requirements:
There is often a significant gap between the skills taught in educational institutions and those needed in the workforce.
Traditional education may not adequately cover emerging technical skills such as programming and data analysis, which are essential in the 4IR.
As a result, public sector employees are often required to seek additional training outside of formal schooling, which can be a burden on both employees and institutions.
Inadequate Digital Infrastructure in Education:
One of the greatest impediments is the underfunding of educational systems, which impacts the development of digital literacy and technical skills in early education.
Financial and Logistical Barriers: Budget constraints in the public sector limit access to essential training and development programs.
Furthermore, technological advancements, such as those required for cybersecurity and data analytics, are expensive and require continuous investment to remain up-to-date
