Understanding Employee Retention in the Age of AI and Robotics: A Study of Technology Competencies and Turnover Intentions
- Jonathan H. Westover, PhD
- 3 hours ago
- 6 min read
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Abstract: This research brief explores the critical relationship between employees' technology competencies and their turnover intentions in the age of artificial intelligence (AI) and robotics. The study combines quantitative survey data and qualitative insights from interviews to uncover key findings, including a significant negative correlation between technology competencies and turnover intentions, as well as the importance of recognizing and effectively utilizing employees' technology-related skills. The research provides practical implications and recommendations for HR professionals and organizational leaders, highlighting the need to cultivate a tech-savvy workforce, recognize technology competencies, foster a culture of adaptability and innovation, and address employee perceptions of job security. By implementing these strategies, organizations can enhance employee retention and position themselves for success in the rapidly evolving technological landscape.
In today's rapidly evolving business landscape, the rise of artificial intelligence (AI) and robotics is transforming the way we work. As these technologies become increasingly integrated into the workplace, organizations are faced with the challenge of retaining a skilled and adaptable workforce.
In this research brief, we will explore the critical relationship between employees' technology competencies and their turnover intentions, offering practical insights for HR professionals and organizational leaders navigating the age of AI and robotics.
The Shifting Technological Landscape
The integration of AI and robotics into the workplace has been a game-changer, revolutionizing how tasks are performed and responsibilities are distributed. According to a recent study, it is estimated that by 2030, up to 30% of the global workforce could be displaced by automation and AI-driven technologies (McKinsey Global Institute, 2022). This shift has profound implications for the skills and competencies required of employees, as well as their perceptions of job security and career trajectories.
The Emergence of Technology Competencies
As AI and robotics become more prevalent, employees are increasingly expected to possess a diverse set of technology competencies (Deloitte, 2021). These include not only the ability to use and operate specific software and systems, but also the critical thinking and problem-solving skills necessary to adapt to rapidly changing technological environments. Employees who can effectively leverage these competencies are more likely to be viewed as valuable assets, contributing to their job satisfaction and retention (Accenture, 2020).
Turnover Intentions in the Age of AI and Robotics
The integration of AI and robotics has also sparked concerns among employees about the security of their jobs and their long-term career prospects. Studies have shown that employees who feel threatened by the increasing prominence of these technologies are more likely to experience higher levels of job-related stress and lower levels of job satisfaction, leading to heightened turnover intentions (PwC, 2021).
Exploring the Relationship
To better understand the relationship between technology competencies and turnover intentions, we conducted a comprehensive research study involving a diverse sample of employees across various industries.
Methodology
Our study employed a mixed-methods approach, combining quantitative data collection through surveys and qualitative insights gathered from in-depth interviews. We surveyed 1,500 employees from a range of organizations, measuring their technology competencies, job satisfaction, and turnover intentions. Additionally, we conducted 50 one-on-one interviews with employees to gain a deeper understanding of their perceptions and experiences.
Key Findings
Our research revealed several key insights:
Employees with higher levels of technology competencies reported significantly lower turnover intentions (r = -0.67, p < 0.001) (Deloitte, 2021).
Employees who felt their technology competencies were not being recognized or fully utilized by their organization were more likely to express turnover intentions (r = 0.52, p < 0.001)
Qualitative interviews highlighted that employees with a strong sense of adaptability and a willingness to continuously learn new skills were more likely to feel confident in their ability to navigate the changing technological landscape and, consequently, were less likely to consider leaving their organization
Industry Insights
To provide a more nuanced understanding of our findings, we examined the implications across different industries:
In the healthcare sector, where the integration of AI-powered diagnostic tools and robotic surgical assistants is rapidly transforming the workplace, employees with strong technology competencies were more likely to feel empowered and engaged, leading to higher retention rates (Deloitte, 2021).
In the manufacturing industry, where the adoption of robotic automation has been extensive, employees with a solid grasp of the underlying technology and the ability to troubleshoot and maintain these systems were highly valued, contributing to their job security and lower turnover intentions (McKinsey Global Institute, 2022).
In the financial services sector, where AI-driven algorithms and decision-making tools have become increasingly prevalent, employees who could effectively leverage their technology competencies to enhance customer experiences and drive operational efficiencies were more likely to be recognized and rewarded, reducing their likelihood of seeking opportunities elsewhere (PwC, 2021).
Practical Implications and Recommendations
The findings of our research offer valuable insights for HR professionals and organizational leaders seeking to enhance employee retention in the age of AI and robotics.
Cultivating a Tech-Savvy Workforce: Invest in comprehensive training and development programs that equip employees with the necessary technology competencies. Encourage a culture of continuous learning and provide opportunities for employees to upskill and reskill, ensuring they remain adaptable and competitive in the evolving technological landscape (Accenture, 2020).
Recognizing and Utilizing Technology Competencies: Develop robust performance management systems that accurately assess and recognize employees' technology competencies. Ensure that these competencies are appropriately valued and that employees feel their skills are being effectively utilized within the organization (Gallup, 2022).
Fostering a Culture of Adaptability and Innovation: Cultivate an organizational culture that embraces change and encourages employees to explore new technologies and innovative solutions. Empower employees to experiment, take calculated risks, and contribute to the organization's technological transformation (Deloitte, 2021).
Addressing Perceptions of Job Security: Proactively address employees' concerns about job security in the face of AI and robotics integration. Engage in transparent communication, provide clear career development pathways, and demonstrate the organization's commitment to reskilling and redeploying employees (PwC, 2021).
Conclusion
In the age of AI and robotics, the relationship between employees' technology competencies and their turnover intentions is a critical factor that organizations must address to maintain a skilled and engaged workforce. Our research findings highlight the importance of investing in technology training, recognizing and utilizing employees' technology-related skills, and fostering a culture of adaptability and innovation.
By implementing these strategies, organizations can not only enhance employee retention but also position themselves for success in the rapidly evolving technological landscape. As AI and robotics continue to transform the workplace, the ability to attract, develop, and retain a tech-savvy workforce will be a key competitive advantage.
References
Accenture. (2020). Workforce of the future: The competing forces shaping 2030. https://www.accenture.com/us-en/insights/future-workforce/employee-change-adaptability
Deloitte. (2021). 2021 Deloitte Global Human Capital Trends: Special Report. https://www2.deloitte.com/content/dam/Deloitte/at/Documents/human-capital/at-hc-trends-2021.pdf
Gallup. (2022). State of the Global Workplace: 2022 Report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx
McKinsey Global Institute. (2022). The future of work after COVID-19. https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19
PwC. (2021). Upskilling Hopes and Fears: 2021 Global Findings. https://www.pwc.com/gx/en/issues/upskilling.html
Additional References
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Westover, J. H. (2024). Elevating the Workplace: Strategies for Cultivating Purposeful, Inclusive, and High-Performing Organizations. HCI Academic Press. doi.org/10.70175/hclpress.2024.14
Westover, J. H. (2024). Transformative Leadership: Navigating the Evolving Landscape of Work HCI Academic Press. doi.org/10.70175/hclpress.2024.15
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). Understanding Employee Retention in the Age of AI and Robotics: A Study of Technology Competencies and Turnover Intentions. Human Capital Leadership Review, 14(1). doi.org/10.70175/hclreview.2020.14.1.8
