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As AI continues to become essential technology in the workplace, it’s increasingly important that all employees be able to learn the crucial AI skills needed for the future.
This is particularly true, with data from the World Economic Forum showing that 75% of companies plan to adopt AI technology. But to utilise it effectively, they need to ensure their people have the skills to make their AI efforts successful.
However, not all employee populations receive equal opportunities to learn about AI or use it in their current positions. That’s why businesses today have a new opportunity to avoid repeating past mistakes that reinforce inequity, and instead, consider what they can do to give all employees, regardless of background, the chance to upskill in AI.
Where inequities exist with AI
Which employees are most at risk of being left behind when it comes to AI? Based on survey input from 12,000 professionals around the world, Randstad’s AI & Equity Report reveals significant gaps in AI use and opportunities around gender, age and disabilities.
Gender: female talent underrepresented in AI skills
Although 71% of male talent say they have AI skills, a mere 29% of female talent indicate the same. This gap of 42 points may seem huge, but it’s even wider for individual AI skills: 64 points for software development, 62 for AI data processing and 60 for AI cloud applications. This likely stems from women having fewer opportunities to learn about AI, with 41% of men, compared to 35% of women, saying they’ve received access to AI. Moreover, 33% of women have received AI skilling opportunities by their employer, 5 points less than men at 38%.
Age: older individuals given fewer opportunities to learn AI
The disparity based on age is even more striking with just 22% of Baby Boomers being offered training in AI, compared to 45% of Gen Z employees. Meanwhile, only 23% of Baby Boomers say they have been given the opportunity to use AI at work — the lowest of all age groups. This gap could be the result of older workers tending to be more sceptical of AI’s potential, since just 34% believe AI will make their job easier, compared to 44% of Gen X, 58% of millennials and 63% of Gen Z.
People with disabilities: early adopters want more access to AI
Unlike other demographics, people with disabilities are more likely to already be using AI and aware of how it can make their jobs easier. For example, 55% report using AI to solve problems at work, compared to 39% of those without disabilities. However, more than half of Gen Z and millennial employees with disabilities want greater accessibility support around AI, and 29% say they would leave their jobs if not offered opportunities to upskill in AI.
Reskilling those at risk of being replaced
The report didn’t survey talent based on race or ethnicity, but serious gaps exist here as well. Research by McKinsey shows that nearly a quarter of Black workers are in occupations with a 75% chance of being replaced by automation. At the same time, 53% of Black workers show concern that AI will replace their jobs in the next five years. However, the need to address this gap is clear; another study found teams in which at least 25% of AI development employees represent racial minorities are more than twice as likely to be high AI performers.
Unlock potential by upskilling in AI
Given these striking disparities in who is given access to AI — and the real risk of people leaving to find a new job where they can learn and use AI — it’s crucial to upskill your entire workforce in AI. It’s more than just about ensuring equity or improving retention; it also opens up your talent pool by finding people internally with the potential to learn and grow.
Just consider how people with disabilities are more likely to embrace AI: 27% of individuals with disabilities already use AI daily at work, compared to 18% of those without disabilities. Further empowering such individuals who already understand the power of AI should be a priority, as should facilitating their growth by building inclusive and accessible workplaces so they can continue to upskill.
For women and older individuals, who aren’t as open to the promise of AI, you can increase their skills development by educating them about its potential. Offering more training opportunities and providing clear examples of how it can improve the way they work can help to break down barriers and drive adoption.
Still, older employees may be the most challenging to upskill, given low AI usage rates (31%) and the fewest of all age groups to seek AI learning opportunities outside of work (27%). However, upskilling these workers should be a priority, especially in markets with ageing workforces. Without higher numbers of emerging talent, you’ll need to rely on those older individuals so the company can fully benefit from the power of AI.
4 ways to close the AI gap
What can your organisation do to deliver an equitable approach to AI? Consider these four strategies to make sure no one gets left behind, and that all employees have the same opportunity to thrive.
1. Upskill through a democratised approach
While younger and male employees may be more likely to use AI, a more equitable approach starts with making AI training programs available to all. Showing how AI skills can prepare them for new roles and increase their earning potential will help to encourage employees from those diverse groups to participate. It will also help drive confidence in AI, increase adoption and enable all employees to enhance their value to the organisation by expanding their skills.
2. Determine the roles most likely to become obsolete
Offering the chance to upskill in AI won’t always be enough, especially for those whose jobs are most at risk of being replaced. You can address this by identifying those roles and offering employees concrete plans to learn new skills and transition to new areas of the business.
3. Seek input from different groups on the impact and opportunities of AI
The growth of AI affects people differently, particularly those from the three diversity groups discussed. That’s why representatives from these groups should be included in any AI task force or committee to help develop AI skilling plans. This will help ensure that the needs and concerns of all groups are considered.
4. Focus on skills in regard to talent acquisition and mobility
Considering each individual’s unique skills and potential to learn is essential in any diversity program, and AI is no different. Rather than recruiting external talent with years of AI experience, which has become highly competitive, try to find people in those diverse groups internally or externally already using it, or those who show potential to learn quickly.
An AI approach that includes all
To fully capitalise on AI and its ability to transform how work gets done, allowing all employees to benefit is essential. But as organisations adjust and find new ways to leverage AI, diverse employee populations need to be included as well. Start by identifying those individuals and understanding why they aren’t receiving opportunities to use AI at work. Then, ensure that all employees receive the chance to upskill with AI. By taking this approach, you can not only align AI and DEI strategies, but do so in a way that gives all people equal opportunities to elevate their AI skills, increase their value and thrive in this new landscape.
Senior Lead, Equity, Diversity & Inclusion, Randstad UK, Ireland & Enterprise EMEA
Josh Willacy is an Equity, Diversity & Inclusion (ED&I) leader with over a decade of experience driving transformative social impact in global organisations. As Senior Lead for ED&I at Randstad UK, Ireland, and Enterprise EMEA, he develops inclusive strategies that reshape talent pipelines, recruitment practices, and workplace cultures at local, regional, and global levels. Collaborating with HR and Talent Acquisition leaders, Josh co-creates workforce solutions that foster innovation, collaboration, and psychological safety. As a mixed-race, gay, and neurodivergent professional, Josh draws on his lived experience and expertise to inspire meaningful cultural change, empowering organisations to build inclusive, high-performing environments.
