Only 17% of organizations consider their workforce ready for AI
Fear of job losses, resistance to new tools and a lack of leadership readiness are among the obstacles organizations face in integrating artificial intelligence.
Only 17% of organizations consider their workforce ready for artificial intelligence (AI), while employee uncertainty and managers’ difficulties in managing new ways of working persist. The figure highlights the gap between the adoption of this technology and companies’ ability to adapt their teams and workplace structures.
The study The New Talent Equation: Activating Workforce Confidence at Scale, conducted by Everest Group and licensed to ManpowerGroup, indicates that only 17% of organizations have reached an advanced or transformative level of workforce readiness for AI.
The findings also point to the need to combine human capabilities with artificial intelligence systems. In this context, workers must adapt to changing workflows, collaborate with these tools, exercise judgment when automation is insufficient and continuously update their knowledge.
“The discussion about artificial intelligence cannot be limited to technology. Organizations need to prepare people to work in new ways, continuously develop skills and build trust throughout the transformation process. The ability of talent to adapt will be essential for AI to translate into sustainable value for businesses,” said Ricardo Morales, director of Experis Colombia.
Trust in AI adoption.
78% of organizations report that employees fear losing their jobs because of artificial intelligence, while 63% identify resistance to adopting these tools after implementation. In addition, 51% report role ambiguity and 40% report confusion among workers.
These factors can hinder the implementation of technology at scale, particularly when there is no clarity about changes to job roles or support throughout the transformation process.
“Trust must be built at the same time as the technology is implemented. Communicating clearly how roles will change, offering training opportunities and facilitating internal mobility allows employees to understand the transformation as a process of developing their capabilities,” Morales explained.
Leadership readiness.
Leadership readiness is another challenge identified by the study. Nearly 49% of organizations consider their managers moderately prepared to manage AI-enabled workflows, while only 3% describe them as highly prepared to proactively optimize these new ways of working.
At the same time, organizations are moving toward more flexible talent models based on skills, internal mobility and project-based work. Some 63% identify reskilling and redeployment as the most common outcome for employees whose jobs have been significantly affected by AI adoption.
“AI readiness requires a comprehensive approach encompassing skills, leadership, mobility and trust. The challenge for companies will be to evolve their talent models at the same pace as technologies change, so that people can develop new capabilities and take on roles that meet business needs,” concluded the director of Experis Colombia.
Adapting to new ways of working.
The report by Everest Group and ManpowerGroup examines organizational readiness, workers’ and leaders’ capabilities, changes in workplace structures and trust-related factors associated with AI adoption. Its findings identify workforce adaptation and leadership readiness as key areas organizations need to address to integrate this technology into their ways of working.
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