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Emerging technology is permeating every aspect of working life. The hybrid-first norm relies on a plethora of tech-fuelled tools to thrive and manage connection with both peers and customers; events and networking hinge on the capabilities of tools such as Zoom, Google Meets and Teams; and of course, AI is augmenting everything from payroll processes to the products that we put in front of our stakeholders.
In this transformative period, it’s AI that stands out as a potentially revolutionary force, promising unparalleled efficiency and productivity, whilst also being ensconced in divisive rhetoric.
Through all of the debate around AI’s use, implementation and ethics, however, it’s a fact that as this technology evolves, it will change how, what and why we work. For example, according to research from Forbes Advisor, 56% of businesses are using AI to improve and perfect business operations, 46% are using AI for customer relationship management and 35% are leveraging AI for content production.
Similarweb reports the global AI market size is expected to be worth $407billion by 2027. That’s a compound annual growth rate of 36.2% from 2022. Precedence Research projects the U.S. AI market size alone to reach around $594billion by 2032. That’s a compound annual growth rate of 19% from 2023.
Yet for all this growth and progression, it’s easy to forget that AI will only grow and prosper if our workers know how to utilize it. AI is only as advanced as the knowledge of those actually implementing and applying it.
Only 14% of today’s workforce consider themselves to have ‘advanced’ fluency in AI, and over half (52%) categorized themselves as having ‘basic’ or ‘nascent’ AI fluency, according to research from Amazon Web Services.
So, as AI permeates diverse sectors, the gaping chasm between its potential and the existing skill sets of the workforce becomes increasingly evident. The AI skills gap looms large, presenting both a challenge and an opportunity for organizations to equip their employees with the necessary expertise to thrive in the digital age.
At the heart of this shift lies a fundamental truth - the future belongs to those who embrace AI. Those companies that aren’t currently searching for the opportunities to create an AI-fluent workforce will fall behind. From entry-level positions to the C-suite, professionals across the board are cognizant of the pivotal role AI plays in shaping their careers.
A recent report by LinkedIn revealed that a staggering 84% of global workers perceive AI as a catalyst for career advancement. Yet, while employees exhibit a fervent desire to delve deeper into AI, organizational leaders seem to lag behind in providing the requisite tools for learning and development.
Despite the overwhelming demand for AI education, a mere 38% of executives currently prioritize fostering AI literacy among their workforce. This is a critical disconnect between the aspirations of employees and the strategies of their employers.
As companies clamour to harness the potential of AI to drive profitability and innovation, they must recognize the imperative of investing in their human capital to navigate the evolving digital landscape effectively.
The urgency to bridge the AI skills gap is further highlighted by the burgeoning demand for AI talent in the job market.
Big tech firms dangle lucrative salaries and resort to highly unorthodox tactics to attract top AI expertise, signalling a fierce competition for skilled professionals. However, amidst this talent crunch, organizations must recognise the untapped potential within their existing workforce.
So, what’s the solution to bridging this talent gap?
Upskilling is an obvious viable solution to cultivate AI proficiency from within, enabling employees to unlock new avenues of innovation and growth, instead of potentially getting left behind.
Ironically, AI itself is currently seen as a fundamental tool in building skills. Over 75% of surveyed employers and employees, in a recent research paper from Amazon Web Services, anticipate using generative AI tools within the next five years to enhance innovation, automate repetitive tasks and accelerate learning.
53% of employers identified learning support to be the top benefit of generative AI, followed by automating repetitive tasks at 50%, increasing innovation and creativity at 48%, and improving outcomes at 44%.
From curated training programs to collaborative learning environments, organizations are charting pathways to equip their employees with the requisite skills to harness the power of AI effectively, often with the assistance of AI itself.
For instance, enterprise software company Hyland recently embarked on an AI curriculum tailored to its IT team, aiming to democratise AI knowledge across its workforce. Similarly, consulting firm Booz Allen Hamilton recently told LinkedIn that it had integrated AI literacy into its training modules, catering to engineers and consultants alike, thereby fostering a culture of continuous learning and adaptation.
However, the journey towards creating a culture of true AI proficiency among the workforce is not without its own particular challenges.
In many cases, AI brings with it a sense of anxiety. The fear of technological obsolescence looms large over a workforce that, as the data highlights, are as of yet unsure of how the technology will impact them, or how to go about revising their own skills.
It’s therefore vital that HR and leaders create a paradigm shift towards embracing AI as a collaborative ally, and turn attentions to prioritizing demystifying the technology and nurturing a culture of curiosity and experimentation.
In short, before AI can be truly utilised, and the workforce can be upskilled, they must first understand it, and how the company plants to utilize it. This, then, will deliver key directions to those unsure of where to start and wary of its abilities.
It’s all on HR
Central to this mission is, of course, the pivotal role of HR in spearheading organizational transformation. Yes, it’s a lot of pressure incumbent upon the people function, however it’s also a key change in the way that we view learning and development – not just about AI, but also utilizing it in the process.
It’s vital that, before any of this can succeed, HR invests in AI knowledge. HR can be the exemplar in both being able to answer key questions about AI’s implementation, setting direction on a company-wide level and, of course, investigating how the technology is shaping the future of the function and the products the function uses, too.
By upskilling itself, and championing AI education initiatives, HR can foster a culture of constant learning, spearheaded by the augmentations made possible by AI. HR professionals are able to serve as catalysts for empowering employees to navigate the complexities of the digital age.
And, by investing in the right tools and partnerships to give employees a sense of direction, HR can truly be the innovative force behind positive change that builds the talent pipeline the organisation needs today, and for the future.
From crafting tailored training programs to nurturing cross-functional collaboration, HR plays a crucial role in shaping the future-ready workforce. In the face of the changes to come, the need to fundamentally understand the implications of AI’s influence over the future of work is potentially second-to-none.
