Reskilling Logistics Workers for Digital Customs – An HRD Challenge
Picture credit: https://www.linkedin.com/pulse/reskilling-logistics-preparing-warehouse-workers-drivers-tomasz-tyras-pk61e/
Sri Lanka Customs is gradually digitizing. The Electronic
Customs Declaration System (eCDS), ASYCUDA World, and the proposed National
Single Window promise faster clearance and less human discretion. But here is
the problem. Thousands of logistics workers, customs brokers, freight
forwarders, warehouse clerks, lack the digital literacy to use these systems.
Technology is ready. People are not.
The HR development gap
Digital customs systems require more than typing skills. Workers need to understand data entry protocols, system logic, error handling, and basic cybersecurity. Yet most customs agents are reported to be never received formal training on any digital customs platform. Most learned "on the job" from colleagues who themselves had only partial knowledge.
From a Human Resource Development (HRD) perspective,
this is a classic skills gap. The organization (Sri Lanka Customs
and its private sector partners) has introduced technological change without
corresponding investment in human capability.
Theoretical lens – Technology adoption and training
The Technology Acceptance Model (TAM) (Davis,
1989) explains that two factors determine whether people use new systems:
perceived usefulness and perceived ease of use. Digital customs systems are
perceived as useful. Everyone wants faster clearance, but not easy to use,
especially for older workers or those with limited prior computer exposure.
Training is the bridge.
Best practice vs best fit
Global best practice in digital customs training, seen in
Kenya's customs modernization program, includes:
- Mandatory
certification for all brokers on new digital platforms
- Free
simulation environments for practice without penalty
- Help
desks staffed during all operating hours
For Sri Lanka's best fit, a tiered HRD approach makes sense:
- Basic
digital literacy modules for all logistics workers (offered free
via mobile learning)
- Role-specific
eCDS training for licensed brokers (linked to license renewal)
- Peer
trainers - younger, digitally native workers paid to coach older
colleagues
- Assessment
centers where workers demonstrate competency before gaining
system access
The cost of action
If HR does not reskill logistics workers, digitization
fails. Workers find workarounds. Informal payments return. The Single Window
becomes a single bottleneck. Reskilling is not HR nicety. It is a precondition
for trade modernization.
What do you think?
Have you encountered logistics workers struggling with
digital customs systems? Who should pay for their training?
References:
Davis, F. D. (1989). Perceived usefulness, perceived ease
of use, and user acceptance of information technology. MIS Quarterly, 13(3),
319–340.
WCO welcomes Kenya’s Customs modernization measures https://www.wcoomd.org/en/media/newsroom/2020/february/wco-welcomes-kenya-s-customs-modernization-measures.aspx
The peer trainer model is particularly worth highlighting — it addresses a resistance problem that formal training programmes often miss. Older workers who struggle with digital systems are far more likely to engage with a trusted colleague than with a formal instructor or an online module. The knowledge already exists within the workforce. The HRD challenge is creating the conditions and the incentives for it to flow laterally rather than waiting for it to trickle down from management. Licensing bodies, private employers and the state all benefit from a digitally competent logistics workforce — yet currently none of them has formal accountability for producing one. Do you think a shared funding model, where training costs are split between government and industry, would be more sustainable than leaving it entirely to either side?
ReplyDeleteThank you, this is a very strong extension of the argument.
DeleteI agree that the peer trainer model works precisely because it solves the trust and resistance barrier that formal training often cannot address. It leverages existing internal knowledge, which is often more effective than external instruction.
On your question, yes, a shared funding model is likely more sustainable. Expecting either government or private firms alone to carry the full cost creates imbalance. Government benefits through improved compliance and trade efficiency, while industry benefits through faster clearance and fewer operational errors.
A co-funded approach (for example, government-supported foundational training with industry-funded role-specific upskilling linked to licensing) would align incentives better and ensure continuity. The key is shared responsibility, since digital readiness in customs is a system-wide dependency, not an individual firm issue.
This post makes a strong argument for bridging the digital literacy gap to ensure the success of automated customs systems. However, a notable weakness is the lack of detail on how to prevent job displacement or address the anxiety of workers who may be unable to adapt to these rapid technological shifts.
ReplyDeleteThank you, that’s a very valid concern.
DeleteDigital transformation in customs systems does create anxiety, especially when workers feel that automation may replace their roles. That’s why HRD should not focus only on training, but also on transition support.
One approach is to design reskilling pathways alongside digitization, so employees can move into adjacent roles like compliance support, data verification, or customer coordination rather than being displaced. This helps workers see a future for themselves in the new system.
Clear communication is also important, explaining that digitization is meant to reduce manual errors and delays, not remove experienced workers. When people understand where they fit in the new structure, resistance and fear reduce significantly.
Your blog clearly explains why reskilling logistics workers is important, especially with new technology and changing industry demands. I like how you showed that upgrading skills can improve both employee growth and business performance.
ReplyDeleteHowever, one concern is whether companies are investing enough in proper training systems. Many workers still lack digital and practical skills needed for modern logistics roles . How can HR make sure reskilling programs are practical and actually prepare employees for real job requirements?
Thank you, that’s a very practical concern.
DeleteThe main issue with many reskilling programs is that they are too theoretical. To make them effective, HR needs to design training that is closely linked to real work tasks, not just classroom content.
One way is to use simulation-based learning, where employees practice using actual systems like eCDS or ASYCUDA in a safe environment. Another is on-the-job training with structured mentorship, so learning happens while doing real work.
HR should also involve operational managers in designing training content, so it reflects actual job requirements. Finally, measuring success through post-training performance (not just attendance) ensures that reskilling is truly effective and job-ready.
This is a very well-written and insightful discussion on Sri Lanka’s digital customs transformation. I really appreciate how you clearly highlighted the skills gap and connected it with practical HRD solutions.
ReplyDeleteHowever, one key issue is who will actually take responsibility for reskilling costs government, private companies, or both together? If this is not clearly defined, smaller logistics firms and workers may be left behind, slowing down the whole digitization process.
Thank you, this is a very important governance issue.
DeleteIn reality, if responsibility is not shared clearly, reskilling tends to fall through the cracks, especially for smaller firms that lack training budgets. That’s why a co-funded model is usually the most realistic option.
The government can take responsibility for baseline digital literacy programs as part of national workforce development, since digitization benefits the entire trade ecosystem. Private companies, on the other hand, should fund role-specific, job-linked training because they directly benefit from improved productivity and compliance.
Industry associations and licensing bodies can also play a coordinating role to avoid duplication and ensure smaller firms are not excluded. The key is shared ownership, because successful digital transformation depends on the entire system, not individual organizations acting alone.
This is a very informative analysis of reskilling logistics workers that clearly highlights how continuous skill development is essential to help employees adapt to automation, digital tools, and evolving supply chain demands.
ReplyDeleteHowever, how can HR ensure that reskilling initiatives are accessible and effective for all levels of logistics workers, especially those who may struggle to adapt to rapid technological changes?
Thank you, this is a key implementation challenge.
DeleteTo make reskilling both accessible and effective, HR needs to design programs with different learning levels, not one standard format. For example, basic mobile-based modules for foundational digital skills, and more advanced system training for licensed or technical roles.
Accessibility also depends on delivery style. Many logistics workers learn better through hands-on practice, peer training, and simulations rather than long theoretical sessions. That’s why on-the-job learning and peer support are critical.
Finally, HR should provide continuous support, not one-time training, including refresher sessions and help desks during system rollout. This ensures that slower learners are not left behind while the organization moves forward.