By Jonathan H. Westover, PhD
Abstract: This article discusses the impact of artificial intelligence (AI) on different industries and jobs, and provides strategies for organizations to ensure their workforce remains adaptable through reskilling and education initiatives. It begins by outlining how AI is automating many routine jobs while also creating new roles requiring human skills to manage AI systems. Key impacts include reshaped skill demands, blurred job categories as roles merge, and continuous transformation necessitating lifelong learning. The article then outlines proven strategies for organizations to assess current and future skills needs, develop an adaptive learning culture, offer competency-based learning pathways leveraging advanced technologies, collaborate with educational partners, and empower self-driven exploration. Practical examples are provided of companies implementing reskilling through partnerships, modular training programs, and internal skill-building initiatives. The conclusion emphasizes the importance of ongoing reskilling to empower both organizations and individuals to capitalize on new opportunities created by AI through technological change.
Artificial intelligence (AI) is rapidly changing the nature of work and disrupting entire industries. While many predict widespread job losses due to automation, others argue that AI will in fact create new jobs and complement human workers in valuable ways. However, for humans to benefit from and thrive alongside AI, organizations and individuals must take proactive steps to continuously upskill and remain relevant in a technologically-advancing world.
Today we will explore the research around how AI is transforming different industries and jobs and outline practical strategies that organizations can implement to ensure their workforce remains adaptable and capable of integrating with AI systems through ongoing reskilling and education initiatives.
Understanding How AI is Transforming Work
Before outlining strategies for upskilling workforces, it is important to first understand precisely how AI is impacting different industries and the nature of work itself. Extensive research has been done in recent years analyzing AI's effects. The sections below summarize some of the key impacts of AI that organizations and individuals must prepare for through reskilling efforts.
Job Automation and New Roles: Many routine and repetitive jobs are at high risk of automation due to AI's ability to perform structured tasks more efficiently than humans. Roles like data entry clerks, telemarketers, and food preparation workers among others are predicted to shrink significantly as AI takes over routine manual labor (Manyika et al., 2017). However, AI will also create new types of jobs centered around managing, working with, and maintaining AI systems that require human skills like complex problem-solving, reasoning, and creativity.
Reshaped Skills Demand: While certain jobs may disappear altogether, most occupations will experience change rather than redundancy. AI will augment existing roles with new technologies and require updated skills from human workers to work synergistically with AI systems (Ford, 2015). Core skills in critical thinking, complex problem-solving, and social-emotional intelligence will become even more essential alongside technical skills in data science, programming, robotics, and AI engineering.
Blurred Job Categories: As AI enables new combinations of jobs, roles and specializations that were once clearly separated may start to merge or overlap in boundaryless ways. For example, customer service representatives with AI skills may be able to handle customer inquiries while also monitoring and updating AI chatbots handling similar issues (Schwab, 2016). AI's flexibility will drive the need for multi-skilled generalists over narrow specialists at times.
Continuous Transformation: AI's capabilities will continue advancing rapidly rather than reaching stasis. Regular job disruption will be constant rather than a one-time event, necessitating ongoing workforce adaptability through continuous learning (World Economic Forum, 2018). Yesterday's in-demand technical skills could be obsolete tomorrow. Organizations must foster a growth mindset and commitment to lifelong learning across their workforce.
Organizational Strategies for Upskilling in the AI Age
With a foundational understanding of AI's impact established, the remainder of this essay will outline proven strategies organizations can employ to empower their workforce for success in an AI-driven world through reskilling and continuous learning initiatives.
Assess Current and Future Skills Needs: Regular skills gaps audits allow organizations to understand existing skills in inventory versus those required for the future. Surveying employees on needed skills identifies learning priorities (Ford, 2015). Consultations with external futurists also provides foresight into skills emerging technologies like AI will necessitate next. This informed assessment guides targeted upskilling efforts.
Develop an Adaptive Learning Culture: Forward-thinking organizations cultivate an environment where continuous learning is valued from the top-down as core to both individual growth and business success. Leaders must role model a growth mindset through their own learning and champion lifelong education initiatives (Dweck, 2006). Policies like tuition reimbursement, flexible work arrangements for classes, and on-site learning centers foster this culture.
Offer Competency-Based Learning Pathways: Rather than one-off courses, implement modular, competency-based learning programs mapped to updated job roles and emerging skills identified in assessments. Self-paced online and micro-credential options allow flexibility. Recognizing skill mastery through digital badges and credentials motivates participation (World Economic Forum, 2018). Competency frameworks ensure learning stays relevant as roles evolve.
Leverage Advanced Training Technologies: Cutting-edge training platforms utilizing AI, virtual reality, augmented reality, and social learning methods keep content engaging and skills application practical. Gamification elements incentivize participation. AI chatbots serve as virtual coaches. Immersive simulations prepare employees for working with real-world AI systems (PwC, 2018). Blended offline and online delivery reaches all learning styles.
Collaborate with Educational Institutions: Partnerships with local colleges and coding bootcamps expand affordable reskilling opportunities. Micro-internships, apprenticeships, and on-the-job training bring classroom learning full-circle. Joint R&D projects develop new curricula for emerging occupational needs. Universities provide thought leadership on technology futures and help analyze future skills gaps for strategic workforce planning (World Economic Forum, 2018).
Empower Self-Driven Exploration: Beyond formal programs, encourage independent skill-building through suggested online courses, ebooks, conferences, hackathons and meetups available for self-enrollment. Upskill challenges and hackweeks motivate hands-on AI experimentation. Internal community groups mentor interested employees pursuing side projects and additional certifications outside work hours on their own to stay curious lifelong learners.
Apply Learning and Share Successes: To maximize ROI and keep learners engaged, provide hands-on projects applying new skills as they are acquired to foster continuous usage. Publicly recognize achievements and allow networking of advanced learners as mentors. Documenting tangible workforce and bottom-line impacts of upskilling efforts promotes ongoing support for initiatives (Dillon & Field, 2020).
Practical Examples
The following two examples illustrate how leading organizations are implementing reskilling strategies to empower their workforce for success alongside AI:
Anthology: Anthology, a higher education technology company, partnered with Southern New Hampshire University to offer its employees access to over 1,000 online courses and 150 certificate programs at low or no cost through Anthology University (AU). AU has over 300 graduates who built new skills in areas like project management, UX design, data analytics and more applicable to their evolving roles. As a result, Anthology saw increased employee retention rates while better positioning its workforce for the future of learning technology.
Everywhere: Global co-working space provider Everywhere launched its Skillmill program to upskill front desk staff into facility managers and eventually general managers with the technical skills needed for operating and maintaining its expanding network of AI-powered “smart buildings.” The 12-week modular program included virtual and in-person training, mentoring, hands-on projects and an internship. Of the initial cohort of 25 trainees, 80% were promoted into new roles utilizing their AI for Facilities skills, benefiting both employees with career growth and the organization with an adaptable internal talent pipeline.
Conclusion
Through proactive reskilling aligned to upcoming workforce needs uncovered by ongoing skills gap assessments, organizations can empower both themselves and their employees to thrive long-term in spite of continual technological disruption. By cultivating a culture that champions continuous learning, implementing modular competency-based programs and leveraging advanced training technologies, workers remain motivated and equipped to take advantage of new opportunities created by AI instead of fearing obsolescence. Partnering across educational institutions further expands affordable options for lifelong learning supporting workforce adaptability. When success stories are shared, it inspires others within the organization to continuously upskill and reinforces the commitment to supporting each individual’s journey of growth. By viewing technological change as an opportunity rather than a threat and empowering people with the skills to work synergistically alongside AI systems, organizations and their workforces can successfully navigate the AI revolution with confidence and excitement for the future of work.
References
Dillon, S., & Field, V. (2020, April 22). How to demonstrate the ROI of your learning and development programs. TrainingZone. https://www.trainingzone.co.uk/develop/strategy/how-to-demonstrate-the-roi-of-your-learning-and-development-programs
Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.
Ford, M. (2015, April 29). The future of work: How technologies are changing opportunities in jobs, skills, and wages. The Future of Work Initiative, World Economic Forum. https://www.weforum.org/reports/the-future-of-jobs
Manyika, J., Lund, S., Chui, M., Bughin, J., Woetzel, J., Batra, P., Ko, R., & Sanghvi, S. (2017). Jobs lost, jobs gained: Workforce transitions in a time of automation. McKinsey Global Institute. https://www.mckinsey.com/featured-insights/future-of-work/jobs-lost-jobs-gained-what-the-future-of-work-will-mean-for-jobs-skills-and-wages
PwC. (2018). Skills revolution: Harnessing digital for a brighter future. PwC. https://www.pwc.com/hu/hu/kiadvanyok/assets/pdf/skills-revolution-report.pdf
Schwab, K. (2016). The Fourth Industrial Revolution. Crown Business.
World Economic Forum. (2018, January). The future of jobs report 2018. World Economic Forum. https://www.weforum.org/reports/the-future-of-jobs-report-2018
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Preparing Workers for Tomorrow: Strategies for Reskilling in the Age of AI. Human Capital Leadership Review, 11(2). doi.org/10.70175/hclreview.2020.11.2.9
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