The demographic crossroads: Why workforce strategy is the new priority

Our friends at the Road Haulage Association, in partnership with Women in Transport, recently published their whitepaper on Navigating Generational Change: Building a Future-Ready Transport Workforce. It highlighted how this key sector is at a demographic crossroads. Today we face a dual challenge: an ageing workforce – with over 40% of workers nearing retirement – and a new generation entering the sector with bring radically different expectations for work, purpose and flexibility.

As a leader in software and services, I see daily how technology transform operations. Yet, the most sophisticated automation is only as effective as the workforce behind it. I don’t see this as just being an HR challenge, but as a technological mandate. Intergenerational inclusion is essential. To bridge this gap, we must move beyond traditional workforce planning and embrace a digital-first culture that empowers every generation. As RHA Managing Director Richard Smith notes, “This work reinforces why workforce planning must sit alongside infrastructure, decarbonisation, and productivity in national strategy”.

Beyond the stereotypes: Technology as the great leveller

We often hear the tired stereotypes: Baby Boomers are "technophobic" while Gen Z are "digital natives". The reality is far more nuanced. The RHA’s whitepaper supports our own insights that older workers once trained are highly adept, and younger workers - while comfortable with consumer tech - often need support with more complex professional systems. 

But one of the most striking insights is how differently Gen Z views their career. For older generations, 50–60-hour weeks and long-term job loyalty were often badges of honour. To Gen Z, this model looks unsustainable. This generation does not see careers as linear ladders but as fluid, project-based journeys. They aren't just looking for a paycheck; they seek purposeful work, flexibility, and a voice in how things are run. Currently, employers are falling short: over 50% of Gen Z workers feel their views "rarely" influence decisions, and many feel they must prove themselves repeatedly despite their qualifications. 

As leaders, we must use technology to democratise influence. Cloud-based platforms and collaborative digital tools can provide the transparency and real-time feedback loops that Gen Z expect, ensuring their voices are heard and their contributions are visible. The role of technology in this environment is to provide a common language. By implementing intuitive, cloud-based workflows, we can create a "single source of truth" that captures the learned knowledge of experienced staff while meeting the on-demand, visual learning preferences of younger entrants.

Preparing for Generation Alpha: The AI-native workforce

While we focus on Gen Z, we must also look ahead to Generation Alpha (born 2010 – 2024). This cohort will be the first to enter a workforce entirely shaped by AI, automation, and global connectivity. They won't just expect technology-enabled work; they will demand it. For the logistics, wholesale, manufacturing and retail sectors, their digital infrastructure must be ready to support this. For example:

• AI-enabled tools and training as standard.
• Flexibility through using SaaS platforms to integrate flexible scheduling into the operational models, moving it from a perceived "perk" to a baseline reality.
• Values-driven data providing the transparency in climate action and social impact that 60% of younger workers now use to judge their employers.

From policy to practice

Perhaps the most sobering finding is that while 70% of workers are aware of flexible policies, only 35% feel they can use them without risking their career. This "trust gap" prevents progress. But in my mind digital transformation offers a solution. When progression pathways and policy usage are managed through transparent, data-driven systems, we remove the "accidental blockers" at the management level and build a culture where everyone - from the veteran employee to the Gen Z apprentice - feels they belong.

Manufacturing and supply chain is the absolute backbone of the UK economy. To keep it resilient, we must stop seeing generational difference as a conflict and start seeing it as an opportunity for modernisation and innovation. Organisations need to move from short-term fixes to having a long-term workforce strategy. At its core, it isn’t just about providing workforce management software; but building the digital workplace that makes this collaboration possible.