With the introduction of new machining technologies in his workplace, 50-year-old machine operator Paul Sandberg is confronted with the realisation that the skills and experience that he's gained on the job over the course of his career are now mostly worthless. He has learned new skills in operating new CNC machines, but he has lost some job autonomy and responsibility. Additionally, his hierarchical superior, on whom he is now dependent for the progress of his work, is more than 20 years his junior, and his new operator colleagues have significantly less skills training than he has. Like the machine he used to manually operate, Paul now feels somewhat obsolete and is having a hard time relating to his new colleagues and working environment. How can companies best manage technological transitions in the face of aging employees whose skills and experience are becoming obsolete?

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RSM Case Development Centre

Based on field research; 4 pages.
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Erasmus Research Institute of Management

Kleinsmith, N., Koene, B., & Ahlstrand, R. (2018). Digitalization in the Manufacturing Sector: Skills in Transition. RSM Case Development Centre. Retrieved from http://hdl.handle.net/1765/120802

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