Three strategies to thrive in a tech-driven workplace: develop AI skills, adaptability and continuous learning. Rachel Rosenfeldt explains how to get started
It’s impossible to scroll your news feed without seeing something about artificial intelligence (AI) or machine learning. With how rapidly both are transforming the workplace, strategic learning and development initiatives are becoming imperative.
Organisations are beginning to recognise that intentionally upskilling and reskilling is no longer optional if they want to thrive in an AI-enabled future. But this shift is not just about technological proficiency; it’s about fostering a culture that embraces continuous learning and adaptation.
This mindset – one of adaptability that is focused on opportunity – is ultimately the most important asset in today’s environment
Many employees are currently sitting in ‘survive mode’, a state of heightened anxiety and fear sparked by a perceived threat, namely emerging technologies like AI that are rumoured to be on the hunt for their jobs.
But rather than look at AI as a potential displacement, see the technology as an opportunity with a sense of curiosity that asks: “What might be possible tomorrow that is not possible today?” This mindset – one of adaptability that is focused on opportunity – is ultimately the most important asset in today’s environment.
Building a muscle to be more adaptable through times of change can make an exponential impact on both professional and personal experiences, as there are no distinct ‘times of change’ and ‘times of no change’, but rather change at every turn. The more narrowly focused we are, the narrower our skillsets will be, making us less able to flex and adapt as technology and work changes. Building a critical skillset rooted in the dynamic nature of today – and tomorrow – will serve employees and employers well.
Human resources and people leaders can work together with their management teams to cultivate learning programmes that prepare workforces for an AI-driven business environment. Below are three strategies to get started.
Developing AI-ready skillsets
Tailoring programmes to equip employees with the skills needed to thrive in an AI-augmented workplace is the first step. By implementing action-based learning, programmes can be designed around what teams will actually be doing, providing the opportunity to practice and understand the use cases and benefits right away. Having a hands-on experience will both accelerate the learning process and further engage employees, showing them how AI may ‘disrupt’ and evolve their day-to-day, rather than ‘displace’ them along the way. It’s important for leaders to tailor training to the specific use cases teams will have in their daily work to help give them a sandbox environment in which to test and learn.
Cultivating an adaptive mindset
Focusing on skills that complement AI, like critical thinking and problem-solving, can soften the transition as new technologies and processes are implemented. One key enabler of this is to build connected networks of people across the organisation (and not just within the same team or department). The more people connect with diverse groups of other teams, cohorts or areas that don’t typically work together, the more they can practice flexible thinking and challenge each other in ways that serve to advance their work.
Understanding everyone’s unique roles in supporting a long-term vision can help employees get on board with projects that might otherwise feel overwhelming or like a black box. Building this network can lead to peer coaching and peer mentoring, further bolstering the community network and adaptive culture. By having this gradual muscle-building experience, people can become more curious and foster a broader desire to continue learning.
Continuous learning for continuous innovation
Establishing a culture of ongoing development will help organisations keep pace with evolving AI technologies. Being given the opportunity to learn a new skill, the permission to practice right away, and the space to test and learn to see what’s working helps create that culture of continuous learning. The result is more agility and innovation in the long term. It’s important to have space to learn gradually instead of having one walk-through of a technology with the expectation of instant mastery.
Leaders need to authentically foster a spirit of experimentation, reiterating the value of both successes and failures along the way. Building a foundation for the organisation that can be tailored to different groups and functions will help ensure everyone has the same basic understanding, vocabulary and introduction in addition to more role-specific iterations.
When things are disrupted, it sparks the need for learning, even if this need is not always recognised. When markets are in flux, having a focus on continuous improvement facilitated in a formalised approach can help create lifelong learners, both in and out of the workplace. Leaders who create an intentional, hands-on learning experience through L&D initiatives are helping unlock this continuous learning that leads to both individual and organisational adaptability.
Rachel Rosenfeldt is the Executive Director, Commercial Strategy and Operations at Kotter
