Technology and automation are reshaping the nature of work and employment. One of the significant trends emerging from this transformation is the shift towards a transactional workforce.
Traditionally, employment has revolved around long-term relationships between employers and employees. Workers would join a company and stay put there for the most part of their careers, building expertise and loyalty over time. However, this traditional model is undergoing a fundamental change.
The integration of technology and automation is giving rise to what is commonly referred to as the ‘transactional workforce.’ A transactional workforce is characterised by employees who primarily focus on completing routine tasks and activities within the confines of their job descriptions. These workers tend to prioritise immediate, tangible results and often work within established processes and guidelines.
While a transactional workforce can contribute to operational efficiency and productivity, it may also lack adaptability and innovation, as employees may not venture beyond their predefined roles.
The IT and manufacturing industries have both experienced significant changes in their workforces due to technology and automation.
In the manufacturing sector, technology and automation have revolutionised the production process. For instance, take the example of the automotive industry. Automation has enabled car manufacturers to dramatically increase production rates while maintaining consistent quality. Robots equipped with advanced sensors and programming now weld, paint, and assemble cars with precision and speed, reducing the margin for error. While this shift has led to a reduction in some manual assembly line jobs, it has also created a demand for engineers and technicians who can programme and maintain these robotic systems.
“This approach offers distinct benefits — especially when these roles are tailored to repetitive tasks that lack transformative elements — such as the ability to provide swift training and adaptability to evolving organisational needs”
Mangesh Bhide, senior vice president and HR head, Reliance Jio Infocomm
Similarly, the IT sector has undergone a profound transformation driven by technology and automation. One clear example is the evolution of cloud computing. Cloud providers like Amazon, Microsoft Azure, and Google Cloud have automated the provisioning and management of computing resources. This has allowed businesses to scale their IT infrastructure on demand, reducing the need for physical servers and extensive manual configurations. As a result, IT professionals have shifted their focus from hardware management to optimising cloud services and developing sophisticated applications.
A transactional workforce can offer several distinct advantages to organisations. It is extremely efficient and cost effective. These workers are proficient at handling repetitive tasks with precision and speed.
This type of workforce can also provide the means to fund personal interests and achieve short-term financial goals. However, this approach often lacks the long-term job satisfaction and personal fulfilment that come with more engaged and purpose-driven work. Balancing financial objectives with meaningful engagement in one’s work is crucial for a well-rounded and fulfilling career.
The transactional workforce comes with its share of challenges, including potentially high attrition rates due to repetitive tasks, limited room for innovation and dependence on rigid processes. Automation also poses a risk, potentially displacing jobs in transactional roles. Employee engagement may suffer, hindering productivity and limiting skill development.
Mangesh Bhide, senior vice president and HR head, Reliance Jio Infocomm, points out, “This approach offers distinct benefits — especially when these roles are tailored to repetitive tasks that lack transformative elements — such as the ability to provide swift training and adaptability to evolving organisational needs.”
“The transition to a transactional workforce is evident across various sectors, including manufacturing and IT. In response to fluctuating demands, industries such as manufacturing have embraced a contingent workforce, including freelancers and gig workers”
Anil Gaur, senior HR professional
However, it’s important to acknowledge the potential drawbacks inherent in such a model, particularly concerning attrition rates. According to Bhide, “Individuals with higher aspirations and a desire for more meaningful and fulfilling work may eventually seek opportunities beyond roles that are characterised by routine tasks.”
Anil Gaur, senior HR professional, shares, “The transition to a transactional workforce is evident across various sectors, including manufacturing and IT. In response to fluctuating demands, industries such as manufacturing have embraced a contingent workforce, including freelancers and gig workers. This adaptable workforce model offers the benefit of flexibility and diverse experiences, enabling companies to efficiently navigate seasonal variations in production.’
However, he adds that this shift comes with its own set of challenges, including limited access to traditional employment benefits.
Gaur points out that the influence of a transactional workforce extends beyond manufacturing and permeates the IT sector as well.
” To adapt to this changing landscape, organisations must reconsider their approach to employee engagement. This may involve fostering a culture of flexibility and adaptability, providing continuous skill-development opportunities, and exploring innovative ways to support and benefit transactional workers,” opines Gaur.
Praveer Priyadarshi, senior HR leader, affirms the importance of embracing a transactional workforce.
According to him, the decision to embrace a transactional work culture depends on a multitude of factors. “It necessitates a thoughtful analysis of the organisation’s specific requirements, industry dynamics and long-term objectives. The nature of work being undertaken, the need for flexibility and the cost considerations all play pivotal roles in determining whether a transactional workforce model is a suitable fit.”
“The nature of work being undertaken, the need for flexibility and the cost considerations all play pivotal roles in determining whether a transactional workforce model is a suitable fit”
Praveer Priyadarshi, senior HR leader
Additionally, Priyadarshi emphasises that considering the organisation’s technological infrastructure and tools is essential, as they can significantly boost the efficiency and effectiveness of a transactional workforce. Equally critical is the need to address employee engagement and motivation within a transactional framework, given that monotony and attrition can present noteworthy challenges.
To cultivate a workforce motivated by more than financial incentives, organisations should prioritise instilling a sense of purpose, encouraging personal development and fostering a positive workplace culture. This involves effective communication of the company’s mission and values, facilitating skill-building and career growth and recognising employees’ contributions. Promoting positivity, collaboration and work-life balance within the workplace is essential for a well-rounded approach to engagement.
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