The digital transformation has changed, and will continue to change, many aspects of work. Numerous jobs now involve computer use, and in the future, it is likely that people will need to adapt to working with computers in new ways, such as in “teams” comprising both human and artificial intelligence.
Learning new things, thinking creatively and problem solving are likely to be especially valuable traits for adapting to and gaining from workplace digitalisation. In all countries, people aged 25-34 score more highly in terms of readiness to learn and creative thinking than those aged 55-65. In Finland, the Slovak Republic, Slovenia and the Russian Federation, women generally score more highly than men, while in Belgium and Japan the opposite is observed. Age and gender-related differences are generally more considerable across countries than within individual countries; this underlines the role of cultural and societal factors in shaping personal characteristics and the need for tailored policy responses (OECD, 2017a).
Governments can play an important role in helping workers and employers to adapt to changes driven by digitalisation. In 2016, OECD governments spent almost 0.4% of GDP on active labour market policies, on average. Chief among these in many countries is training to help people gain the skills needed for work, including ICT skills. As the digital transformation continues, skills needs are likely to change as more routine tasks become automated (see page 6.1). Other schemes can help people find and try potentially suitable jobs.
The digital transformation also brings new business opportunities. Government support can help people start companies based around digital technology, although spending on start-up incentives is much less than on most other schemes, except in Spain and France.
Alongside the adaptability of workers themselves, and of managers who play a key role in determining how employers adopt new technologies and adapt to the digital transformation, social partners (trade unions and employers’ organisations) can also help in ensuring that workers and companies reap the benefits of technological change. Through social dialogue and collective bargaining, they can spread best practices in terms of technology usage and help employers to adapt working hours and the way work is organised. Furthermore, social partners can help to enhance labour market adaptability, for example by providing training and reskilling in the case of mass layoffs. On average, 32% of wage earners in OECD countries with the right to bargaining were covered by collective agreements in 2016. In a time of rapid change, and despite declines in membership and coverage, the role of social partners in finding tailor-made solutions, managing transitions, and anticipating and filling skills needs may be more important than ever.
