Skills of the future in logistics: How technology and social change shape the nature of work in the TSL sector

Advancing automation, digitalisation and new generations entering the market are driving the need to acquire new skills and continuously adapt. This applies both to executives, experienced specialists as well as those just beginning their careers. Alongside these changes, job requirements, standards and the nature of individual professions are evolving. The logistics sector is no exception – these factors create entirely new challenges but at the same time, open up new opportunities.

Management skills evolution

Due to the specific nature of the TSL sector where service delivery often depends on the cooperation between several different teams, building effective relationships becomes crucial. Interpersonal skills take on particular importance, especially for managers, who play a key role in ensuring smooth team performance. In the past, a manager’s role was primarily supervisory and controlling. Nowadays it has now shifted from task enforcement to leadership focused not only on delivering results but also on building interpersonal relationships. Effective leadership supports the development of a team that can rely on one another, thus working in an atmosphere of complete trust. 

“The new situation poses a number of challenges for managers, the most important of which is managing diverse teams. The labour market is now seeing the arrival of a generation with different needs, habits, approaches to responsibilities and even perceptions of their professional roles. A manager must act as a bridge between young employees and the older generation who began their careers in completely different circumstances,” explains Marek Ziarkiewicz, Director of Transport at FM Logistic in Poland.

“An additional challenge is posed by cultural diversity, especially in large logistics centres where staff members representing different nationalities and backgrounds often work together. A manager must adapt to the team, striving to develop a common language between these diverse groups,” adds Rafał Woźniak, Operations Director at FM Logistic in Poland.

The challenges of today require managers to be particularly flexible and understanding. However, there is a shortage of suitable candidates on the market. Some are committed to their current workplace, while those just starting their careers have yet to develop the necessary skills. For this reason, logistics operators often rely on internal promotions, recognising and developing talents within the company structures. To this end, they implement development programmes aimed at young employees with potential, staff eligible for promotion to managerial positions and current managers to prepare them for new challenges. 

Career prospects in logistics: How are expectations changing?

Changes in the labour market are increasingly shaping the job expectations of professional drivers. The occupational profile of a driver has undergone a significant transformation. Despite being a well-paid profession, high wages alone prove insufficient. In the past, this profession was mainly chosen by enthusiasts who found satisfaction in travelling, but today work-life balance has become far more important. The perception of the driver’s job has also changed, with the profession now facing the challenge of low occupational prestige, making it increasingly difficult to attract young people to the role. 

Similar challenges also arise in warehouse jobs, where difficult conditions often discourage long-term commitment to the profession. This poses a significant problem, particularly in the case of specialist reach truck operators, for whom demand continues to grow. 

“Attracting young people to warehouse jobs is a major challenge for the industry as a whole. Creating good working conditions, offering flexible working hours, meeting individual needs and fostering a positive atmosphere are key. To address these challenges, we are increasingly adopting a personalised approach to employees and a task-based work system. This translates into greater satisfaction as well as improved employee motivation,” explains Rafał Woźniak.

Additional needs arise in the case of foreign employees who need support with settling in to feel comfortable in the workplace. In this case too, the manager plays an important role.

“Team managers must skilfully adapt their communication style to the specific needs of each group while maintaining a consistent message across the entire organisation. It is important that a company operates as a single, integrated organism that is also inclusive of external employees. They should be fully involved in operational activities, have procedures, processes and standards clearly communicated to them and receive appropriate support in understanding them. Equally important is involvement in initiatives that build organisational culture, so that new staff members feel part of a wider community rather than merely task performers,” emphasises Piotr Palmowski, HR and QHSE Director, Central Europe, FM Logistic.

Human-technology cooperation

It is impossible to talk about the future of the logistics industry today without considering the growing impact of technology, particularly artificial intelligence. AI is making increasingly bold advances into warehouse spaces, becoming an integral part of automation and digitalisation processes. Although this may raise employees’ concerns about machines replacing human labour, in reality it changes not so much the presence of people at work, as the nature of the work itself. Staff members have to adapt to new conditions, but their role is still irreplaceable.

 “Automation and digitalisation do not mean the end of human labour. On the contrary – it is still the human who plays the key role. We are already seeing the emergence of new professions based on collaboration with technology and there will be even more in the future. This is a clear sign that the ability to work effectively with modern systems is becoming one of the most important professional skills,” adds Rafał Woźniak.

Artificial intelligence supports humans rather than replacing them. It can help address workforce shortages, streamline repetitive processes, increase operational efficiency and relieve employees of the most routine tasks. However, to deliver real value, it needs to be properly supervised and integrated with the expert approach of staff. This is a challenge that particularly concerns today’s leaders as the current generation of managers is the last to manage exclusively human teams. Soon, managers will need to combine the skills of managing both people and technology, creating sustainable teams capable of working alongside AI.

The future of many organisations will be based on a balance between people and technology. The focus will shift from who is faster or more efficient, to how to establish lasting and effective collaboration between humans and digital systems. The hybrid model will be the foundation for the changes that are already shaping the industry today.