How is AI realistically affecting jobs?

Predictions about AI’s impact on jobs vary widely – including everything from minimal disruption to a complete workforce overhaul. The reality is likely somewhere in the middle. In most industries, AI is more likely to augment existing roles versus eliminate them entirely. Still, the need to adapt is real. Leaders should assess how AI can streamline operations, whether by automating repetitive tasks or perhaps by utilizing AI agents in roles like customer service. Equally important is evaluating what these changes mean for employees. Strategic employers will seek out opportunities to upskill or reskill their teams, ensuring valuable team members remain active contributors in an AI-enabled workplace.

 

What is the difference between upskilling and reskilling employees?

As Jenny Morehead shared during a recent Flex HR webinar, upskilling and reskilling employees is far from a new concept. In fact, it’s been an important skill for employers in the technological age, where companies have continuously adapted to new technologies, systems, and applications. However, with the sophistication of AI and its ability to impact many different industries and roles, upskilling and reskilling is becoming a critical component of adaptable and innovative organizations.

So – what exactly is the difference between the two? In metaphorical terms, upskilling is adding tools to the toolbelt of your employees. It enhances an existing employee’s skillset, allowing them to contribute on a higher level. As an example, this might look like a digital marketer adding data analytics to their repertoire. Reskilling, on the other hand, is much more involved and requires enabling an employee with an entirely new skillset. For example, training a factory worker to be a software developer or training a teacher to be a corporate trainer.  This will require significantly more dedication and training from both the employer and employee but it can be worth the investment. As Leslie Sanelli, Director of HR Consulting with Flex HR shares, “If you have a good employee, you don’t to lose them just because technology is changing. To provide the ability and resources and tools for the employees to learn new technology, you’re getting more of a commitment from the employee.” Looking inward for talent instead of just outward will create a culture of respect, loyalty, and tremendous growth for all involved.

 

When is the right time to upskill or reskill my employees?

There’s no time like the present. Rather than waiting for the AI train to blindside you, proactively begin the conversation now. Flex HR reviews a comprehensive list of actionable steps to take when considering upskilling and reskilling your employees in our recent webinar, available now on demand. We’ve summarized some key steps below:

Conduct a skills gap analysis. First, understand the future of your workplace. What does success look like in three to five years? What are the trends in your industry? What are the barriers to success? Create a list of the required skills your organization will need to meet these future goals. Then, identify the skills that currently exist in your organization. This may include reviewing performance metrics, exit interview data, or even conducting interviews with employees and managers alike.  Finally, compare the skills you need with the skills you have and develop a plan to address any gaps.

Invest in training programs. Building internal training structures, a common outcome of a skills gap analysis, is essential for helping employees upskill and reskill in today’s workforce. Well-designed training programs reinforce an organization’s commitment to employee growth, which leads to increased retention. Creating this culture of continuous learning fosters engagement, builds future leaders, and promotes innovation – all key elements of adaptable, successful organizations.

Focus on internal mobility programs and mentorship. Develop an internal process that promotes internal mobility. For example, rather than immediately posting jobs externally, ensure they are posted and shared internally first. Ask your leaders and managers to consider the skills required for an open role and whether existing team members could meet – or be trained to meet – those needs.

Put a meaningful mentorship program in place that aligns mentors and mentees not simply with similar roles, but with similar interests. This ensures that mentees with interests in new skills and opportunities have the chance to learn from someone they might not otherwise.

When considering your internal talent for new and necessary roles – look at employees beyond just their current position. What other skills do they bring to the table? How do they interact with others? Can they command a room? See the employee beyond what they are in their current position, but for what they could be if given the opportunity.

Quantify savings to show ROI (return on investment). Upskilling and reskilling requires investment of money, resources, and time. Leaders should be prepared to show how this investment will pay off. Forbes reports that “the return on investment (ROI) for upskilling and reskilling is substantial, touching on both quantitative and qualitative benefits. Quantitatively, upskilling and reskilling can lead to higher salaries, improved job security, and increased employability in a rapidly changing job market. Qualitatively, these processes enhance job satisfaction, foster a culture of continuous improvement, and contribute to a more adaptable and resilient workforce.”

Can AI create opportunities for upskilling and reskilling?

Perhaps one of the most exciting outcomes of this AI boom will be – yes – jobs! It might seem counterintuitive, but because many businesses expect AI to enhance, not completely replace most roles, this will naturally create some new AI-specific opportunities. For example, as we navigate this new AI landscape, some teams will opt to proactively put some guardrails on its use. This could create the need for AI policymakers, who ensure AI is used in a way that does not violate company values and norms. Flex HR strongly recommends developing clear AI policies! For companies who build their own AI platforms, it could also generate a need for AI ethics officers who ensure these systems are used responsibility, ethically, and with data privacy in mind. As AI usage continues to progress, the prospect of losing jobs may instead become an opportunity to create them.

There’s no way around it: AI will continue to transform the way we work. In order to ensure its impact is more than just disruptive, employers must invest in upskilling, reskilling, and empowering their teams to adapt alongside the technology, not resist it. By embracing AI as a tool for growth rather than a threat to jobs, employers can take the action necessary to build a resilient, engaged workforce ready to take on the future.

Flex HR offers webinars, live and available on demand, that keep leaders informed of hot topics and emerging industry trends. For more on effectively upskilling and reskilling your workforce, check out our recent webinar: Recruiting and retention with AI and other technology disruptions: Effectively upskilling, reskilling and communicating to employees.

Flex HR partners with businesses just like yours. If you’re ready to proactively identify skill gaps, design meaningful performance and development strategies, and create a culture of continuous learning in the face of AI – reach out to us today!