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The focus turns to learning
Consider the differences between the two categories of AI, and the implications for HR quickly become clear.
For starters, traditional AI required organizations to hire people with new, specialized skills. But with GenAI, the main imperative is upskilling and reskilling the existing workforce to use AI to deliver business benefits.
At a global level, the World Economic Forum (WEF) suggests that AI will significantly affect more than 1bn jobs. This will be a major challenge for policymakers but, for CHROs, the immediate challenge is deciding on the key elements of AI training, which will involve reskilling on an unprecedented scale.
Of course, the aim is not to make all employees AI experts. The priority will be to improve how they interact effectively with the technology (e.g., prompting) so they can better instruct GenAI to optimize results and drive business performance. And one size does not fit all. Some employees will need to focus on day-to-day operations, while others will use AI as a creative tool to support product development and innovation.
This doesn’t mean that the HR function should abandon tried and tested development strategies. Training should include a significant experiential component, allowing employees to adapt AI capabilities to their individual learning styles and roles. HR should support workers in finding time to experiment with AI more broadly, share best practices with colleagues, and keep up with relevant AI developments.