Technology is the key to putting people at the centre of the production process in the next industrial revolution.
The Research and Innovation Centre at the European Commission defines Industry 5.0 as a vision of industry that places the wellbeing of the worker at the centre of the production process, and uses new technologies to provide prosperity beyond jobs and growth – while respecting the production limits of the planet.
According to Avichal Kulshrestha, Principal Industry Insights Manager at UKG, crucial to the success of the adoption of industry 5.0 is an organisation’s ability to support the potential of intelligent machines with the needs and desires of people.
“Without people, the introduction of new technologies, particularly in manufacturing, will lack impact and ultimately not live up to expectations. People managers will soon realise that they are crucial to the vast majority of tasks and roles on the factory floor, and new technologies still require considerable resource to have long-lasting impacts.
“People technology can also be a crucial enabler in ensuring that employees feel valued and ensure that their development and wellbeing is supported effectively. Industry 1.0 to 4.0 has long centred on where technology can out-perform people and improve efficiency. Now, with the arrival of Industry 5.0, attention must turn to how people and technology can work in harmony, seeking to address its three main pillars: sustainability, employee well-being, and resilience,” Avichal explains.
Employee wellbeing
Avichal: “Work and wellbeing often go hand in hand and naturally, employees that feel happy, safe, and engaged at work are more productive. HR technology can support employee wellbeing by being their route to new opportunities through analytics that can help understand development and upskilling needs, and this is especially important as new technologies become part of the workplace, such as AI.
“For the day to day, insights from workforce management can ensure workers are not continuously scheduled without breaks or time-off to avoid fatigue and burnout. If organisations are serious about maintaining employee morale and retaining their staff, it is important that they support them in their role and empower employees to come to work happy and engaged with their role.”
Building a resilient workforce
Avichal: “AI was the talk of 2023 and it looks as though its popularity will continue into 2024. Without doubt we’re seeing it more and more both at work and in our day to day to lives. In a business context, the integration of AI powered technologies creates new opportunities via the need for upskilling that can support the workforce in getting the best out of them.
“AI based forecasting can also help optimise staffing of the production lines by ensuring that
the right level of people power is available, and that it doesn’t come at the cost of fatigue or burnout. Automated scheduling that takes employee preferences into account can significantly improve work life balance and create an engaged workforce, which is crucial to developing a resilience to uncertainty.
“Technology can also bridge the knowledge gap by facilitating the provision of training sessions to get employees up to speed and excelling in their newly designed roles. Knowledge bases and training courses that are easily accessible, and can be utilised at a time that suits employees can be invaluable in ensuring that the workforce is growing, agile and resilient.”
Championing sustainability
Avichal: “In the manufacturing industry, there have long been efforts to improve the sustainability of operations and alongside this comes new and stricter regulations that in many cases can be adhered to with the help of technology.
“This isn’t to say sustainability should be done just out of fear of regulations, it has real and demonstrable advantages for both businesses and the wider planet. For many employees and prospective candidates, working for a business that shares their own values is integral, and championing sustainability through the next industrial revolution where possible can set businesses apart in times of labour shortages.
“Ultimately, any newly introduced technology must bear an organisation’s people in mind and look to support them in excelling, rather than replace them altogether.”
