With employee tenures at organizations at record lows and an unemployment rate that’s forecasted to remain lower than previous generations, it’s critical that businesses rethink how to upskill their workforces. It isn’t a surprise that artificial intelligence (AI) is entering the workplace, and it presents a clear opportunity to automate production and simple tasks, yet organizations need to remember that their people also need to be evolving and learning new skills, which AI can help power.
In my interview with Amy Clark, chief people officer at D2L, she said, “For people leaders, the message is clear: prioritizing workforce upskilling is no longer optional; it’s a strategic imperative. D2L’s recent research reflects this urgency, revealing 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 gravitated towards training their employees on AI, AI can help develop traditional soft skills or human skills as well. Clark comments, “It’s not just about technical skills. Our research also found that both employees and L&D leaders rank human skills, leadership and management skills as just as important to develop as AI and machine-learning expertise. Skills like critical thinking, creativity and emotional intelligence are essential for roles that require nuanced decision-making and people leadership.”
Leverage AI to Upskill
Clark’s team is proactively addressing these needs by offering comprehensive upskilling programs that put employees in the driver’s seat of their own professional development. Each employee receives an annual professional-development stipend that can be used to pursue credentialed courses that align with the company’s evolving needs, including emergent technologies like AI—but also other areas where human skills like business, communication, wellness and sustainability are in demand.
“In today’s rapidly evolving job market, continuous skill development is crucial for organizational resilience and success. D2L’s research highlights a significant gap: 83% of employees recognize the importance of ongoing skills development, yet only 51% have completed any formal education or training outside of work in the past five years. With the rise of generative AI further emphasizing the need for both technical and human skills, employers have a real opportunity to create learning opportunities that are relevant, practical and aligned to business goals. By clearly defining the specific skills and competencies employees will gain, organizations can increase buy-in and commitment, making the programs a valuable investment in their development rather than just another mandatory task,” Malika Asthana, senior strategy and public affairs manager at D2L added.
Upskill Inhouse
Employees look to their current employer as the first place to develop additional skills. “Forty-one percent of employees see their current employer as the first place they would turn to build job- or industry-specific skills. This far outpaces the 17% who would go directly to a community college and the 14% who would look to a university for the same needs. For employers, this is a clear call to action: investing in comprehensive career-development programs and transparent advancement pathways is essential. Employees are looking for guidance and curation of learning opportunities so they know that when they do invest their time, their employer will recognize the value,” Clark found.
By upskilling in-house where employees already are, organizations create more long-term loyalty. People remember organizations that invested in their growth and development, believed in them and helped them to become better.
Map Skills to Outcomes
“To ensure that professional-development budgets are effectively spent, the learning opportunities offered to employees need to be relevant, outcomes-driven and directly applicable to employees’ day-to-day work. 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,” Clark commented.
Organizations can map skills to outcomes by illustrating how improved communication or leadership skills contributed to business outcomes. Perhaps, with leadership training of middle managers, they’re able to improve productivity and engagement on the teams, or they find that using AI to deploy training programs helps reduce administrative costs. For the business impact it’s critical that outcomes are shared with the organization to encourage more upskilling in the future.
AI is rapidly entering the workforce and automating tasks, but organizations must also focus on upskilling their employees. AI can help develop both technical skills and human skills, such as critical thinking, creativity and emotional intelligence. Upskilling in-house creates long-term loyalty as employees appreciate organizations that invest in their growth and development.