An HR perspective on AI impacts on jobs and people

As HR professionals, we are in front of a transformative era, we experience everyday firsthand the huge impact AI is having on the workforce landscape. Its creates excitement but also fears and huge uncertainty and both sentiments are impacting employees performance.

The integration of AI into various industries is undeniable, streamlining operations, automating tasks, and enhancing efficiency. However, this progress also brings forth a significant challenge: the widening gap between the skills possessed by the workforce and the skills demanded by AI-driven workplaces.

From an HR perspective, we are asked to ensure that our organizations remain competitive while also supporting the development and well-being of our employees.

I would describe the skills mismatch and shortage from 3 different perspectives:

1.       ATTRACTION

2.       RETENTION

3.       COMPETITIVENESS & BUSINESS SUSTAINABILITY

From an attraction point of view, we must acknowledge that certain roles are becoming obsolete, replaced by intelligent algorithms capable of performing tasks with greater speed and accuracy. Is also evident that many other jobs are emerging, and we don’t even know about the technical skills needed to succeed so far. On the other hand, we know that critical thinking, problem solving, adaptability, ability to learn are and will be critical in the AI world. The talent pool is smaller and we need new attraction strategies. Collaboration between Universities, educational institutions, and industry leaders are essential to bridge this skills mismatch creating ad hoc talent pools.

Huge investment in the internal mobility and hiring, re-skilling and up-skilling, mentoring programs are imperatives but are not enough.

From a retention perspective, since we are experiencing a workforce shortage, we ask the current workforce to do more with less but there is a limit. Now days burnout is an increasing risk.

We need to invest in people well-being and in an holistic workplace culture that promotes self – efficacy meta skill. If you constantly feel unsecure about your abilities, if you feel AI is a threat and not a potential help you are at risk of stress and you will feel undervalued.

Competitive upskilling programs, holistic total reward strategy, a focus on developing critical thinking, collaboration and  resilience and innovation are some of the key area HR should work on with the business in order not to lose critical skills.

The mantra should be “We need to protect our people to protect our business”.

If we want as employer a sustainable productivity we should start with:

1         Listening employees’ needs

2         Optimizing work design or redesigning work to take advantage of AI .

3         Acquiring the right workforce skills and mechanisms to reskill and upskill For example we need to breaking down the skills needed for a job and then identifying where there are mismatches with talent within the organization. It may be possible to shift some tasks to more junior roles or evaluate whether tasks can be made part of full-time, part-time by AI

4         Giving employees the tools they need to be productive in a sustainable way. Train them on using AI tools

The skills mismatch in the work market caused by AI is a reality we cannot ignore. As HR professionals, we have the power to shape the future of work by proactively addressing this challenge.

The rapid advancement of AI and technology has sparked a mix of emotions among workers – excitement, apprehension, and curiosity. We are witnessing a profound shift in how we work, and employees are at the heart of this transformation.

Many workers recognize the potential of AI to enhance productivity, streamline processes, and create new opportunities. They are eager to embrace these tools and upskill themselves to remain relevant in the evolving job market. However, there's also a sense of uncertainty about job security and the need for continuous learning to adapt to new roles.

Workers are not passive observers; they want to be active participants in shaping this new landscape.

A best practice we see a lot and we are implementing in our organization as well are peer groups learning and innovation groups where people could experiment, learn from experts and from each other and foster their self efficacy skills we mentioned before. If you feel at the center of a transformation you will be an active actor and your empowerment is higher.  

Communication is for sure another key: people deserves transparency and open communication from their employers about how AI will impact their roles and the organization as a whole. They seek opportunities for reskilling and upskilling to ensure they remain valuable contributors.

As leaders, it's our responsibility to listen to these concerns and provide support. By fostering a culture of collaboration, continuous learning, and open dialogue, we can empower our workforce to embrace AI as a tool for growth, not a threat to their job