The digitalization of transport, logistics, and home care industries has fundamentally reshaped job demands and workplace dynamics. In my recent study; Digital competence is a must: Manager and safety representative perspectives on evolving job skills and balancing digital work environments (available here), written togheteher with Simon Asplund, Teresia Nyman, Magnus Svartengren and Therese Hellman at Uppsala University, we explored how these industries are adapting to the rapid integration of technology from a work environmental perspective.
Spoiler: Digital competence isn’t optional anymore. Whether it’s managing ICT systems or navigating a tidal wave of administrative demands, workers need to adapt—and fast. While digitalization does bring perks like improved safety and streamlined communication, it also comes with a catch. Increased traceability and packed schedules can make employees feel more like data points than people. As one transport manager put it, “They’ve been working in the same way for 10–15 years, and then someone comes in with new stuff, new technology… things they don’t really understand.”
And it’s not just about understanding new tech—it’s about having the time to learn it. One safety representative highlighted the frustration, saying, “I find it a bit disappointing that they have not provided sufficient training in these specific digital tools that we are supposed to use, such as the computers. And how they actually should be used in practice.” This disconnect between expectations and resources is a recurring theme in our findings.
The study employed a qualitative approach, featuring 24 semi-structured interviews with managers and safety representatives across 22 organizations. This methodology allowed us to gather in-depth perspectives on the challenges and opportunities posed by digitalization. Participants were drawn from industries that typically have lower educational attainment and high turnover rates, making the transition to a digitally driven environment particularly complex.
To address these challenges, organizations must invest in comprehensive employee training, allocate time for recovery within schedules, and promote transparency around system usage. Encouraging clear boundaries for technology use outside work hours is also vital to maintaining employee well-being. In industries characterized by high demands, diverse workforces, and rapid turnover, these strategies are not just beneficial—they’re critical. For a detailed look at our findings and recommendations, you can access the full study here.
Best regards
Magdalena R Stadin, PhD