United States Department of Transportation
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Study of Impacts of Technology on the Future Workforce at the MDOT SHA
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2023-04-01
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[PDF-1.11 MB]
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Edition:Final Report (July 2022 – April 2023)
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Abstract:Artificial intelligence, robotic process automation, natural language processing and virtual collaboration technologies are transforming the landscape of the office and administrative workforce by automating non-value added, repetitive tasks and processes, as well as supporting remote and flexible work. The scope of this study is to provide recommendations on how administrative assistants (AA) and business analyst (BA) jobs may be redesigned to better meet MDOT SHA’s needs in function areas where there is a strong need for AAs and BAs. The study reviews related literature and analyzes job data provided by MDOT SHA and information collected from focus group meetings and one-on-one interviews with MDOT SHA’s AAs and their managers. The study conducts job analysis and identifies gaps after assessing MDOT SHA’s existing capabilities in terms of office technology infrastructure, AA and BA workforces, and related processes against its mission and strategic plan. Based on the People, Process and Technology model, the study recommends that MDOT SHA consider a digital office of the future when managing its AA workforce and adopt a Center of Excellence model managing its BA workforce. Additionally, the research team recommends that the MDOT SHA carefully consider whether additional AA staff will be needed over the next few years when conducting its strategic workforce planning. Many administrative tasks will be at least partially, if not fully, automated over the next few years. Any hours or other resources saved by a reduced need for AA services could be reallocated toward other, more pressing personnel needs. The digital office of the future offers the opportunity for more flexible work schedules, allows for work from anywhere, supports a hybrid work environment, automates repetitive tasks, reduces menial activities for human workers, and provides more opportunities for higher-value tasks such as relationship management, customer engagement, team building, innovation, creative activities, and high-level data analysis. Anticipated results include a motivated AA workforce with high productivity, efficiency and retention rate and a capable BA workforce which integrates with the functional areas and offices and supports MDOT SHA’s critical mission. Implementation of recommendations, including challenges and risks, is discussed.
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