AI’s Biggest Efficiency Risk is Training

AI workforce readiness could signal risk for employers as new data shows nearly half of employees are being left to “figure out” AI on their own

AI is moving faster than most organizations—and people—can absorb. While leaders are focused on adoption and efficiency gains, many employees are still trying to get their hands around the technology itself and how to apply it to real work.

That’s where many employers are exposed. In our latest State of Workplace Empathy AI Special Report, nearly half of employees say they’ve been left to “figure out” AI on their own. That should concern every leader pushing an AI agenda. Because speed without readiness leads to lost opportunity and risk.

What some leaders might be overlooking, or just

What some leaders might be overlooking, or just beginning to realize, is the critical role they play in shaping whether AI enables business opportunity or fuels employee anxiety—simply by offering AI training.

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Our nationwide survey of 1,000 U.S. workers reveals uneven access to AI training, a near 50/50 split between employees whose employers are investing in AI upskilling and those with little to no training. This suggests some companies are rushing to adopt and deploy AI without preparing their people with the skills to enable the very efficiencies they seek.

For instance, 45 percent of women reported receiving adequate AI training in our study versus 56 percent of men, an 11-point gap. Gen X employees also stand out, reporting significantly less favorable perceptions of AI than other generations. 

Culture likewise plays a big role in how

Culture likewise plays a big role in how employees experience AI. In organizations employees describe as toxic, just 33 percent report adequate AI training, compared with 51 percent overall. More than half of employees in cultures worry that they’re falling behind on how to use AI effectively in their roles. 

Why AI upskilling can’t be overlooked

Employees who received adequate AI training reported up to 1.5 times more career confidence, agency, and progress than workers who had been left to learn AI on their own. 

That can mean the difference between AI feeling like a career advantage or a career-ender. And the problem is, the workforce is divided on that front:  

• Sixty-one percent of employees said AI makes them optimistic about their future at their organization, with eight in 10 among this group saying it has accelerated their careers. 
• Nearly 40 percent, however, say they’re concerned about AI’s impact on their future, with 64 percent in this cohort experiencing a mental health issue in the past year—14 points higher than the optimistic group.

To me, this is a clear signal

To me, this is a clear signal for leaders that employees need to be brought along on the AI journey. Moving too fast can have far-reaching impacts on the employee experience. While boards, investors, and executives focus on efficiency, many employees are still trying to figure out where they fit into the future being built around them.

AI creates no value in isolation 

One of the best decisions we made at Businessolver this year was elevating the importance of AI leadership in our organization through the appointment of a chief AI officer. For a technology company like ours, AI is foundational to how work gets done and how trust is built at scale. So, when we talk about AI, the conversation is about more than technology—it’s about culture and values. 

AI creates no value in isolation. Its value comes from how effectively people use it to solve problems.

If you believe that, then it becomes clear

If you believe that, then it becomes clear that employees need to be empowered with the skills to solve bigger, more complex problems with AI. And ultimately, that ingenuity will fuel better business outcomes.

We’ve also expanded access to tools like Microsoft Copilot so employees can incorporate AI into their daily work. But access alone is only a starting line. We’re also focused on building AI fluency into the rhythm of work through practical courses, peer learning, and role-based use cases that employees can immediately apply to their work.

We also talk about AI often. In fact, it’s a regular part of our Monday all-hands meetings. We know adoption doesn’t happen through a launch announcement, but rather when people experience first-hand how AI can help them solve real problems in their own work.

A defining AI leadership moment

As leaders, we’re at a pivotal moment where

As leaders, we’re at a pivotal moment where we need to broaden the lens on AI transformation and really take a good pulse on how it’s impacting the employee experience. 

Employer-sponsored AI training sends a powerful signal that the organization is investing in employees’ futures. In today’s environment, that signal matters more than leaders might realize by shaping how employees feel about their cultures, leaders, and careers—all of which impact wellbeing, motivation, and productivity. 

AI readiness is first and foremost a people challenge. Leaders who treat it that way can create competitive advantage by preparing their people to use AI with confidence, judgment, and purpose.

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Source: www.inc.com