Thought Leadership
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Anybody who shares my passion for cultivating talent in the workplace is surely aware of mounting evidence in recent years that the vast majority of employees are hungry for opportunities to learn and grow on the job. One 2020 survey found that nearly three-quarters of employees say they would stay longer at their companies if more skill-building opportunities were available in the workplace.
But a cataclysmic new factor - the rapid rise of AI - has quickly turned learning on the job from a nice-to-have to an absolute necessity for anybody who wants to be ready for a workplace that is set to look very different in just a few years.
The advent of any new technology has often led to concerns about jobs changing in completely unpredictable ways and in some cases, the possibility of job loss. Consider the Industrial Revolution, or the emergence of pocket calculators and personal computers. In light of the vast economic changes we’ve seen in the past, it would be misleading to minimize the impact of AI. It would also be a mistake to panic, however. Think about the Internet, which was a significant disruptor, and completely transformed the workforce – yet today is now a normal part of how we work. Although we don’t quite know what the future workplace will look like, we know one thing with certainty: it has never been more critical for employees to be willing to adapt by learning new skills.
The good news is that employees are ready to embrace the growth mindset that will be required for an era in which work needs may evolve. A Salesforce survey last year found that most are optimistic about how generative AI will impact their careers. They recognize the new reality: AI tools may change the exact nature of their work. And 54 percent say it will enable them to focus on more strategic ways to help their organizations.
Unfortunately, a slightly higher proportion of employees- 62 percent - say they don’t have the skills they need to use the new technology safely and effectively. Two out of three believe it’s up to their employers to provide training. Yet roughly the same proportion of employees say they haven’t yet received this kind of instruction.
This disconnect reflects the same pattern seen in other research. Learning at work clearly pays off: A 2023 McKinsey report found that skills learned on the job contribute 46 percent of the average person’s lifetime earnings. Meanwhile, organizations that embrace learning and development see more consistent earnings and greater resilience during periods of crisis, as well as increased retention. But although employers have started to respond, they’re not moving quickly enough. More than 95% either have reskilling and upskilling programs or are developing them, according to a LinkedIn report. Yet only 2% have reached the post-activation measurement and assessment stage. And 40% are still in the early stages of ideating, selling to stakeholders and assembling teams—figures that have barely shifted in recent years.
So what should human resource leaders be doing to ensure that employees are ready for the challenges and opportunities of the AI era? Here are five crucial steps they can take:
Reinforce the need for a growth mindset and adaptability. Reinforcing the need for a growth mindset and adaptability is crucial as employees increasingly recognize the importance of continuous development to keep pace with AI advancements. A growth mindset encourages employees to be open minded and proactively pursue development opportunities, rather than waiting for organizations to initiate it. At the same time, organizations should also create a culture that enables employees to learn, experiment, and adapt while using these tools within the confines of company policies. Leaders need to find ways to make this mindset part of the cultural ethos of their organizations.
Gather baseline data. Leaders need basic information on where their employees are with AI - how much do they know, how are they feeling about it, understanding any concerns and what are they ready to learn? Getting a pulse on what makes sense for these individuals will allow managers to create a sound change management strategy that includes education and communication.
Create customized paths for training. With information on hand about the varying needs of their particular employees, leaders who design training options need to keep in mind that one size doesn’t fit all. Some employees are novices; others have considerable experience. It’s vital to differentiate education and training options to best meet individual needs - cookie-cutter training for everyone is doomed to fail.
Help employees apply what they’ve learned - and get their input. Training needs to have a practical impact on employees’ day-to-day tasks. That means human resource leaders should always be thinking about how to help employees bridge theory and practice. They can draw on considerable evidence from what we already know about the value of employee-led learning. A worthwhile read: AI guru Conor Grennan’s article The AI Experts You Want Are Already in the Building. In fact, at Kaplan we recently ran our first global GenAI track of our annual employee-led Develop U Virtual Conference. More than 3,000 employees registered to hear fellow employees from multiple countries across the globe share subject matter expertise, case studies, practical tips and experiential learnings. Presenters included tutors, academic directors, marketing managers, curriculum developers and psychometricians; in fact few had specific technical background. Remember, employees themselves are key to developing talent and skills by harnessing generative AI and giving it well-informed guidance about what they want to learn.
Create a community of sharing best practices. Creating a community for sharing best practices and use cases when learning about generative AI (GenAI) is essential because it fosters collaboration, accelerates innovation, and promotes continuous improvement. This collective knowledge-sharing can be done in an interactive space (ex: Google Spaces, Slack, Microsoft Teams) and reduces the learning curve, drives creative experimentation, and helps establish ethical standards and best practices. Ultimately, a well-connected community amplifies the impact of GenAI, enabling faster skill development and fostering a culture of innovation and responsible AI usage.
These steps will each take time, focused effort, and education for employees, however they are sure to pay dividends in an uncertain time. The fears AI has generated about the future of work are completely understandable. The key is to empower employees to develop the new abilities and mindset they will need to navigate change. Yes, the urgent need for reskilling and upskilling in an AI-first world may be greater than ever. And with the help of AI, more organizations need to give their employees the chance to experiment with the tools and rise to the challenge.
