Automation, robotization, and intelligent processes are often discussed and written about in terms of the benefits they generate. When assessing the time saved through an RPA implementation, however, many companies are most interested in how many of those hours have actually been devoted to productive work. Leaders also ask what they can do to ensure that employees who have ostensibly been relieved of monotonous work focus on tasks that prove valuable to the organization. Here are several insights into this subject. Is robotic process automation expected to deliver time savings?
In 2019, Gartner conducted a
study to measure the potential of Robotic Process Automation in finance departments. More than 150 accountants, CAOs, and controlling professionals took part. The study found that robotization and the elimination of rework caused by human error could save approximately 30% of the working time of full-time employees. What does this mean on a broader scale? Among other things, it means savings of 25,000 hours per year for a team of 40 full-time employees. This naturally translates into cost savings as well. Gartner took average salaries and robotization expenses into account and found that implementing RPA in accounting could save the equivalent of as many as 21 annual salaries. Employees who no longer had to correct their own mistakes could then be assigned to more creative tasks that are critical to the business. The past three years have shown that finance departments are not the only ones capable of achieving such substantial time savings. Robotic process automation saves valuable hours wherever corrections and rework are required. In this respect, it is therefore well suited to areas including
HR departments,
customer service,
process management, and
systems integration.
RPA and employees’ working time: how should the time freed up by a bot be used?
Discussions about working time and RPA often meet with employee resistance, at least initially. Employees fear that their mistakes will be highlighted or even that the new technology will lead to job cuts. It is therefore essential not only to find them ambitious tasks suited to their skills, but also to prepare them properly so that they can make full use of RPA’s potential and spread their own wings. The natural first step is training and the development of interdisciplinary skills that will make employees more versatile. Raising awareness is another important consideration. To reduce anxiety and manage performance more effectively, employees should be encouraged to benefit from RPA rather than excluded from the processes in which they previously participated. Robotization can redefine engagement and serve as a tool for increasing satisfaction, provided that the caution required by a change of this kind is maintained. Individual members of the organization need to know that, as part of the transformation process, they are acquiring skills that will remain useful regardless of the level of automation in their working environment. They should also be prepared for the fact that the changes will not end once implementation is complete.
It is also important to remember that both the human and virtual workforces are settling into a new ecosystem. Organizations should therefore collect feedback, continuously close skills gaps, and refine every aspect of their talent strategy, while taking care not to alienate either current or future team members. Backed by a sound plan prepared in advance, this approach will give employees—depending on the industry and the company’s objectives—room either to realize their full potential in their current role or to take on challenges in another position, perhaps one
related to RPA.
Which employees are needed to operate RPA? Failed RPA implementation and employees’ time
When companies consider the time savings associated with robotization, they must also account for the additional costs and hours they will need to devote to RPA management. Otherwise, the implementation may fail, while certain deviations may go unnoticed and force employees to focus on troubleshooting instead of benefiting from automation. Some business leaders may believe that management can be addressed at a later stage of implementation, but experts say that introducing its elements at the very outset helps identify and mitigate challenges and enables the company to achieve greater benefits over the long term. The ideal composition of the team responsible for implementing, operating, and managing RPA will naturally vary depending on the industry, internal and external expertise, and experience in this area. It is nevertheless worth taking a closer look at roles such as
Head of RPA. We will be pleased to provide interested organizations with expert advice and support in this area, drawing on Mindbox’s extensive implementation experience. Please
contact us!
