Joseph, R.M., Nesindande, A.R.
Abstract
Digital changes in the South African banking sector have altered banking jobs. Robotic process automation (RPA) specifically enables software to take over repetitive tasks previously performed by employees. The purpose of the study was to explore the experiences of payment processors in commercial banking following RPA implementation. With RPA taking over manually repetitive tasks, organisations have an opportunity to reskill employees to perform other value-adding business activities. Drawing from technology adoption, change management and competency-based theories, the study sought to explore how employees experienced RPA implementation and specifically to understand the new competencies required of payment processors because of RPA implementation.
This study used an exploratory qualitative approach, in which interviews were conducted with 12 employees within the payment processing function of a commercial banking organisation following RPA implementation. The themes that emerged included clarity regarding business rationale, the change journey, implications for processes and roles, required competencies and the future of RPA. When implementing RPA, change management must be considered by management and the HR function. Different reactions that employees have to such change can be incorporated into the change management plan through considering the technology acceptance model. The HR function has a crucial role in identifying future competencies and assisting in the evolution of the affected roles. The study makes practical recommendations for management and the HR function regarding technology change implementation. New competencies for the future payment processor role were identified.
This study used an exploratory qualitative approach, in which interviews were conducted with 12 employees within the payment processing function of a commercial banking organisation following RPA implementation. The themes that emerged included clarity regarding business rationale, the change journey, implications for processes and roles, required competencies and the future of RPA. When implementing RPA, change management must be considered by management and the HR function. Different reactions that employees have to such change can be incorporated into the change management plan through considering the technology acceptance model. The HR function has a crucial role in identifying future competencies and assisting in the evolution of the affected roles. The study makes practical recommendations for management and the HR function regarding technology change implementation. New competencies for the future payment processor role were identified.