The Human-Robot Dynamic: Rethinking Workforce Upskilling in the Age of AI
As we stand on the precipice of a technological revolution, the image of a robot facing a young woman encapsulates a pivotal moment in our workforce evolution. With employee tenures at organizations plummeting and unemployment rates forecasted to remain lower than previous generations, businesses are compelled to rethink their strategies for upskilling their workforces. The rise of artificial intelligence (AI) in the workplace presents a dual opportunity: to automate mundane tasks while simultaneously enhancing the skills of the human workforce.
The Urgency of Workforce Upskilling
In a recent conversation with Amy Clark, Chief People Officer at D2L, she emphasized the critical need for organizations to prioritize workforce upskilling. “For people leaders, the message is clear: prioritizing workforce upskilling is no longer optional; it’s a strategic imperative,” she stated. D2L’s research underscores this urgency, revealing that 75% of learning-and-development leaders feel a strong sense of urgency in equipping their organizations for the transformative effects of AI and automation.
While many organizations have focused on training employees in AI technologies, it’s essential to recognize that AI can also facilitate the development of traditional soft skills. Clark noted, “It’s not just about technical skills. Our research found that both employees and L&D leaders rank human skills, leadership, and management skills as equally important to develop alongside AI and machine-learning expertise.” Skills such as critical thinking, creativity, and emotional intelligence are vital for roles that require nuanced decision-making and effective people leadership.
Leveraging AI for Upskilling
D2L is proactively addressing the skills gap by offering comprehensive upskilling programs that empower employees to take charge of their professional development. Each employee receives an annual professional-development stipend, which can be utilized for credentialed courses that align with the company’s evolving needs. This includes not only emergent technologies like AI but also areas where human skills—such as business acumen, communication, wellness, and sustainability—are increasingly in demand.
“Continuous skill development is crucial for organizational resilience and success,” Clark remarked. D2L’s research highlights a significant gap: while 83% of employees recognize the importance of ongoing skills development, only 51% have completed any formal education or training outside of work in the past five years. With the rise of generative AI emphasizing the need for both technical and human skills, employers have a unique opportunity to create relevant, practical learning experiences that align with business goals. By clearly defining the specific skills and competencies employees will gain, organizations can foster greater buy-in and commitment, transforming upskilling from a mandatory task into a valuable investment in employee development.
Upskilling In-House: A Strategic Move
Interestingly, employees often look to their current employer as the primary source for developing additional skills. According to research, 41% of employees see their current employer as the first place they would turn to build job- or industry-specific skills, significantly outpacing the 17% who would seek community college and the 14% who would turn to a university. This presents a clear call to action for employers: investing in comprehensive career-development programs and transparent advancement pathways is essential. Employees are seeking guidance and curation of learning opportunities, ensuring that when they invest their time, their employer recognizes the value.
By focusing on in-house upskilling, organizations can cultivate long-term loyalty among employees. Individuals remember organizations that invest in their growth and development, fostering a culture of trust and mutual respect.
Mapping Skills to Outcomes
To maximize the effectiveness of professional-development budgets, organizations must ensure that the learning opportunities offered to employees are relevant, outcomes-driven, and directly applicable to their day-to-day work. Clark emphasizes, “When employees see the real-world value of the skills they’re acquiring, they’re more likely to view upskilling as a worthwhile investment in their future, rather than just another checkbox to tick.”
Organizations can illustrate the connection between skills and outcomes by demonstrating how improved communication or leadership skills contribute to business success. For instance, leadership training for middle managers may lead to enhanced productivity and engagement within their teams, or utilizing AI to deploy training programs could help reduce administrative costs. Sharing these outcomes with the organization is critical to encouraging further upskilling initiatives in the future.
The Future of Work: A Collaborative Approach
As AI continues to reshape the workforce landscape, organizations must not only focus on automating tasks but also on the essential task of upskilling their employees. AI can be a powerful ally in developing both technical and human skills, ensuring that employees are equipped to thrive in an increasingly complex work environment. By investing in in-house upskilling initiatives and mapping skills to tangible outcomes, organizations can foster a culture of continuous learning and adaptability, preparing their workforce for the challenges and opportunities that lie ahead.