在AI驱动的未来成功所需的技能.pdf

12Summary 3 1.Hard-hitting skills for an AI era 4 Digital skills Interpersonal skills Cognitive skills Self-management skills Emergingskillalert:AIfluencyasthenewmust-haveskillSoftskillsinfocus:Theoomphofhumantouch2.The looming skills gap:Assessing and overcoming the skills shortage 8AssessingtheskillsgapOvercomingtheskillsshortageAIputsaspotlightontheimportanceofupskillingandreskilling3.How AI is reshaping the workplace:Bold promises,daunting challenges 10PropellingtheworkplaceEmployeescaughtbetweenanxietyandurgency Generational AI gap4.Rocking the AI future with L&D:Unlocking new skillsets,toolsets,and mindset 11L&DbudgetneedsareontherisebecauseofAIUpskillingandreskillingforeasingthetransition Implementing AI in training:Promisingpotential,lingeringobstaclesTrainingemployeestouseAItools5.Blueprint for the successful transition into the AI-driven future 14Settingthegroundwork:Company-wideAIpolicyPreparingforablendedworkforceofpeopleandalgorithmsDoublingdownonL&DDevelopingaframeworkfor skills assessmentUpdatingtalentstrategy:Shifttoaskills-drivenapproachAIadoptionasacompetitiveadvantageConclusion 16About the research 17Bonus:Framework for assessing employees in 4 key skills 18CONTENTS3Summary ArtificialneuralnetworkspoweringAIaresnowballingwithblisteringspeed.Thegame-changingtechnologyisflippingthescriptonhowwelookatoccupations,skillneeds,andorganizationalefficiency.Equippedwithskillspreviouslyavailableonlytohumans,learningalgorithmsareinfusingtheworkplaceandupendinghowpeoplework.TheriseofAIischangingkeyin-demandskills,accordingto64%ofHRmanag-erssurveyedinthelatestTalentLMS research.Tomapoutthesought-afterskillsofthefuture,theTalentLMSresearchteamsurveyedHRmanagersfromcompaniesacrosstheU.S.andexaminedtheirviewsontheshiftinglandscape,theloomingskillsgap,andAIsimpactontheworkplace.Whatsmore,theresearchunpacks12hard-hittingskillsforthetech-drivenfuture.Thisresearchreportsetsouttocreatenewvisibilityintotheskillsofthefuture,andhelpprofessionalsandorganizationsnavigatetheincreasingvelocityofAIadoption.Init,youllfinddata-basedinsightsthatwillhelpyougetmoreclarity,andeliminateguessworkonhowtoprepforthenextphaseofAI-infusedwork.Moreover,youllgetactionableadviceonhowtorocktheAIfuturewithL&D,andunlocknewskillsets,toolsets,andmindsets.Finally,tohelpprofessionalsincreaseagilityandactonresearchinsights,thereportincludesaframeworkforassessingtheproficiencyofskillsthatemergedasthemostessential.Youllfindready-to-usetemplatesforskillsassessmentinthelastsectionofthereport.SKILLSFORSUCCESSINTHEAI-DRIVENFUTURE41.Hard-hitting skills for an AI eraFrontiertechischangingthelandscapeofca-pabilitiesandcompetenciesthatdriveorgani-zationsandpeopleforward.ThisnewlandscapeisthemainfocusoftheTalentLMSresearch,examinedthroughthelensofthenewin-de-mandskills.Theresearchcentersaroundfourskillclusters:digital,interpersonal,cognitive,andself-man-agementskills.Aimingtoexamineuniversalskillsetsthatarebroadlyapplicable,ourresearchdidnttouchuponrole-specificskills.Instead,ittookawiderperspective,touncoverinsightsrelevanttotheworkforceacrosstheboard.Inanutshell,thefigurebelowshowsthe12hard-hit-tingskillsHRmanagerspredictwillbeessentialintheAIera.HARD-HITTINGSKILLSFORANAIERA5Digital skillsTOP-RATED:1.Using AI Tools 2.Digital Literacy 3.Digital EnablementDigitalskillswillbeimportantinanewwork-placeshapedbyAIandautomation,65%ofsurveyedHRmanagersthink.Andusing AI tools isthetop-rankeddigitalskill.Thisabilityincludesawidespectrumofusecases,includingnavi-gationofAI-poweredsystems,familiaritywithAIinterfaces,andusageofgame-changing,generativeAI.ProficiencyinusingAItoolsisexpectedtounlocktremendouspossibilitiesinliftingproductivityandefficiency,drivinginnovation,refiningthedecision-makingprocess,andmuchmore.Digitalliteracyanddigitalenablement,thefirstandthesecondrunner-updigitalskill,areinter-twinedbutdistinct,eachcontributingtoadiffer-entaspectofdigitaltransformation.Digital literacyinvolvesmanipulatingcomput-erizedinformationanddigitalusetools,plat-forms,andsystems.Digital enablementisaboutchoosingtherighttechnologysothatasystem,device,platform,ortoolservesitspurpose,andcreatinganenvironmentwheredigitaltrans-formationcanflourish.BothwillbepowerhouseabilitiesintheAI-infusedfuture,supportingdigi-tal-firststrategiesandAIadoption.Interpersonal skills TOP-RATED:1.Active Listening 2.Managing People3.Creating SynergiesOnlineandoffline,weresurroundedbycon-stantchatter,instantreactions,andanendlessstreamofwordsandopinions.Buttalkingloudlydoesnotmaskthelackofthoughtfulnessandskills.Datafromourresearchreflectthis,asthekeyinterpersonalskillvotedbyHRmanagersistheability to listen.Talkingisjustoneaspectofcommunication,andyetitdominatestherelatedconversation.Themoresubtleskilloflisteningoftengetslostintheshuffle,despiteitsimportance.Atten-tivelisteningbuildsbondsofunderstandingbetweenpeople,leadingtoanenvironmentoftrustandrespect,enrichedwithdiverseview-points.Anopenmindandreceptivenessarethebuildingblocksofthisskill,alongwithafocusonunderstandingpeopleandsituationsbeforeresponding.Organizationsthataredeveloping this skillcanbenefitfromitonmultiplefronts,fromhavingexceptionalteamworkandsmoothworkflows,tobuildingsynergisticculturesandmeaningfulworkplaces.Therunner-uponthelistofinterpersonalskills is managing peopleanevergreenandsought-afterpeopleskill.CreatingharmoniousteamenvironmentswithstellarperformancerequiresacomplexsetofabilitiesthatwillbeinhighdemandasAItakeshold.Movingon,intertwinedwithactivelisteningandmanagingpeople,thethirdtop-ratedpeopleskill is creating synergies.Thisskill,whichde-scribeshowwellpeopleworktogether,isfoun-dationalforsynchronized,cohesive,andagileteams.Combined,thesethreeinterpersonalskillsresultintheabilitytocreateaunifiedvisionandcommongoals,breakdownsilos,andbringpeople,teams,andstakeholdersonthesamepage.Andthatwillbeatreasuredsetofcompe-tenciesinanAI-fueledworkplace.65%ofHRmanagersfindthatinterpersonalskillswillbeimportantasAIandautomationarebecomingmoreprevalentintheworkplace.HARD-HITTINGSKILLSFORANAIERA6Cognitive skills TOP-RATED:1.Problem-Solving2.Creativity,Originality and Imagination3.Ability to LearnEverydisruptionthatdrivesusforwardcreatesanewsetofchallengesalongtheway.Artificialintelligenceisnotanexception,anditsbenefitsgoside-by-sidewithroadblocks.Thatmaybeoneofthereasonswhyproblem-solvingisvotedakeycognitiveskillbysurveyedHRleaders.Asfast-evolvingtechnologybringsnewcomplex-ityandchallengesintotheworkplace,problemsolverswhocandesign solutionsandsimplifythisoverwhelmingcomplexitywillbehighlyprized.Problem-solvinginvolvesbothanalyti-calandcreativethinking,withthelatterbeingfeaturedsecondonthelistofcognitiveskillsprioritizedbyHRpros.Creativity,originality,and imaginationencompassthisveryimport-antcognitiveskill,underscoringthevalueofnurturingpotentialacrossbothhemispheresofthebrain.Theability to learnroundsupthetop-votedcognitiveskills,unfoldingtheneedforanagileandadaptivemindset.Sciencehasfoundaconnectionbetweenmemoryandimagination,pinningdownthatlearningandbrainstormingareintertwinedinourbrains.65%of HR managers find that cognitive skills will be important as AI and automation are spreading in the workplace.Self-management skills TOP-RATED:1.Adaptability and Agility 2.Decision-Making and Ownership3.Planning and PrioritizingFromtheearlydaysofthehumanspeciestotodayshigh-techcivilization,whatkeptusaliveandhelpedusthrivewastheability to adapt to new circumstances.Thisadjustmenttoanev-er-changingenvironment,crucialtooursurvivalandsuccess,isaskillthatstretchesthroughoutmillennia,remainingequallyimportant.Inourre-search,itunsurprisinglyrankedatthetopofthelistofself-managementskills.Thefollowingtop-votedskillreflectsaneedforfindingawaythroughtheoverwhelmingin-formationoverloadofthehigh-techera.Theabundanceofdatamakesithardertocometoconclusionsandmakedecisions.Reachingclarity,direction,andaccountabilityrequires deci-sion-making and ownership.Planning and prioritizingareroundingthelistofkeyself-managementskillsinthenewworldofwork.Essentialintranslatingdecisionsintoactions,planningandprioritizingencompass-estheabilitytocreatearoadmapforreach-ingobjectivesandfollowingthrough,whileassessingoptionsandchangingthecoursewhennecessary.AsAIandautomationarebe-comingmoreprevalentintheworkplace,60%ofHRmanagersthinkthatself-managingskillswillbeimportant.HARD-HITTINGSKILLSFORANAIERA7Emerging skill alert:AI fluency as the new must-have skillAIfluencyhasemergedfromthedataasanew,highlyprioritizedskill.OverhalfofHRmanagersthinkAIliteracyisthenewmust-haveskillforallemploees,regardlessofwhethertheyworkintechnicalornon-technicalroles.ThisfindinghighlightsthetransformativeimpactofAI,andapressingneedtoembraceit.Tostayrelevant,employeesneedtoequipthemselveswithAIliteracy:theabilitytoun-derstand,interactwith,andleverageAItech-nologieseffectively.Thisnewskillcanen-ableemployeestoremaincompetitiveinthefast-evolvingjobmarket,adapttochangingworkdynamics,andseizeemergingrolesthatrequireAIintegration.Andemployerswillben-efitfromhavingAI-fluentemployees,whocanleveragenewtechnologiestoimproveorganiza-tionalresults.Soft skills in focus:TheoomphofhumantouchArtificialintelligenceissuperslickinproducingefficientresultsintherealmofhardskills.Itzipsthroughrepetitivetaskswithease,cruncesdata,assistsinbrainstorming,andanswersmultiplequestionsinasnap.Butknow-howfromtherealmofsoftskillsremainsuniquelyhuman,andtheTalentLMSresearchunpackedthattheirprominencewillgrow.Softskillsenablepeopletocollaboratewell,understandotherspointsofview,adapttochanges,andbuildmeaningfulrelationships.Forforward-lookingorganizations,developingandrefiningsoftskillsamongtheworkforceshouldbeapriority.HARD-HITTINGSKILLSFORANAIERA82.The looming skills gap:Assessing and overcoming the skills shortageAIisacceleratingtheproblem of missing competenciesandskillshortages.TheTalentLMSresearchconfirmsthis,unveilingthat43%ofsurveyedHRmanagersthinktheircompanywillfaceaskillsgapbecauseoftheriseofAI.Assessing the skills gapThefirststepinovercomingtheshortageistomeasureit.Zoomingintohowcompaniestacklethisassessment,researchrevealedthatonly11%ofHRmanagersarenotmeasuringskillsgapsintheircompanies.Therestrelyondifferentevaluationtoolsandsystems,withperformancereviewsbeingthemostcommonone;46%ofHRmanagersareusingperformancereviewsformeasuringaskillsgap.Feedbackfrommanagers(36%)andskillsgapanalysis(34%)followrespectively.Finally,30%ofHRmanagersalreadyuseAItomeasureskillsgapsintheircompanies.THELOOMINGSKILLSGAP9Overcoming the skills shortageNowthatweveseenthevarietyofwayscom-paniesusetogaugetheskillsshortage,letslookathowtheyplantoovercomeit.ThefollowingfigurerepresentstheresponsesofHRmanag-erswhosaidthattheyfaceaskillsgapintheircompany.Datashowedthat,forunlockingthemissingskills,themajorityofHRmanagerswilluseup-skillingandreskillinginitiatives,alongwithinvestinginAItrainingtools.Focusingonin-housetalent,35%plantouseinternalmento-ringandcoachingtoriseabovethegap.Finally,whilethemajorityplantoretraintheexistingemployees,over4in10willturntohiringforcoveringthemissingskillsets.ThedatacenteredaroundthemissingskillsunveiledthatthemajorityofHRmanagersisalreadytryingtosolvetheissue,asonly9%ofcompaniesfacingaskillsgapdonthaveaplanforovercomingit.THELOOMINGSKILLSGAP103.How AI is reshaping the workplace:Bold promises,daunting challengesGenerativeAIhasthepotentialtoautomateworkactivitiesthatabsorb60 to 70percentofemployeestimetoday.However,ontheoppo-sitesideofthisbigpromiseofflawlessprecisionandproductivity,therearevoicesexpressing ethical concernsandwarningofrising dangers.WillAImanagetosootheconcerns,overcomeobstacles,anddeliveronsoaringexpectations?Thatremainstobeseen.ThisdualsentimentisatoddswiththeTalentLMSresearchdata.Theoverallviewappearstobepositive,althoughthedatadidrevealsomemixedviewsonAIsimpactotheworkplace.Propelling the workplace AIholdsgreatpromisewhenitcomestoauto-matingworkflow,assistingwithtasks,autom-atizingroutineprocesses,andimprovingpro-ductivityandefficiency.Inparticular,62%ofHRmanagersagreethatAIwillhelpemployeeswithrepetitivetasks,allowingthemtofocusonmorestrategicandcreativework.Andthemajority(57%)agreethatupskillingemployeesfortheAI-drivenfuturewillboostoverallpro-ductivity.Throughthislens,AIlookslikeatrustysidekickatwork.Whenitcomestoemployers,itseemstheyllbenefitwidelyfromAI,usingittopropeltheircompaniesintothefuturesuccessfully:64%ofHRmanagerssaidthatAIhelpsemploy-ersinnavigatingchangesandpreparingforatech-drivenfuture.Employees caught betweenanxiety and urgencyOntheothersideoftheAIcoin,employeesin-creasinglyworrythatAIwilltakeovertheirjobs,andfeelpressuredtokeepup.Specifically,AI-driv-enurgencytodevelopnewskillsisincreasingemployeestress,56%ofHRmanagersagreed.Additionally,58%sayAIisincreasingjobinsecurityamongemployees.ThesefindingsareofferingnewinsightsintothenegativesideofAIadoption.Generational AI gapFurther,AIimpactsdifferentgenerationsvary-ingly,with65%ofHRprosforeseeingyoungeremployeeswillshifttodigitalskillsandroles,inordertoadjusttotheAI-drivenfuture.Con-versely,oldergenerationswillfeellessconfidentatworkcomparedtotheiryoungercoworkersbecauseofAI,58%ofHRmanagersagree.PC Mags researchisatoddswiththesefind-ings,highlightingthatolderworkersworrymoreabouttheAIdisruption,whileyoungeremploy-eesarerelativelyexcitedtouseAIatwork.HOWAIISRESHAPINGTHEWORKPLACE114.Rocking the AI future with L&D:Unlocking new skillsets,toolsets,and mindsetsLearninganddevelopmentcanplayakeyroleinunlockingthepotentialandvalueofAI.Alongwithwideningandupdatingtheskillsrepertoire,L&Dprogramscanguideemployeesinbuildingnewtool-setsforstreamliningtasksandresponsibilities,makingitpossibletoshifttheirfocusfromtaskstoobjectives,andfromhands-ontotactical.HRisrecognizingthesepotentials,withthevastmajorityofsurveyedHRmanagers(85%)planning some kind of L&D investmentfortrainingemployeesonAI.Inthefollowingsection,welldivedeeperintowheretheseinvestmentswillgo.L&D budget needs are on the rise because of AI InlightofAIadoptionintheworkplace,54%ofHRmanagersfindthatallocatingabudgetforAItrainingisimportant.Asforwherethisbudgetisdirected,thegraphbelowshowswhichAItraininginvestmentsareforthcoming.Thedataalsouncoveredaminorityof15%ofrespondentswhoarenotplanninganyL&Dinvestments.ROCKINGTHEAIFUTUREWITHL&D12Investinginonlinecoursesisthe#1priority,withclosetohalfofHRmanagersplanningtoallocateabudgetforthem.Face-to-facetrainingandliveevents(44%)arenext,followedbyworkshopsandwebinars(40%).Movingon,35%ofHRexecsplantogetanonline platform to train employeesonAI.Finally,34%willinvestinhiringexternaltrainers,consultants,orsubjectmatterexperts,and21%willrelyoncompany-sponsoredscholarships.Inthelastsectionofthereport,wellseethatforasuccessfultransitionintotheAIfuture,HRexecu-tivesplantodoubledownonlearninganddevelopment.Upskilling and reskilling for easing the transitionArtificialintelligenceandotherfrontiertechnologiesarerapidlychangingskillneedsandoccupationalroles.Tomeetthenewneeds,organizationscanrolloutinitiativesfordevelopingnewcompetenciesacrossdepartmentsandteams,anddeliverthemthroughupskillingandreskilling.Over6in10HRmanagersfindupskillingandreskillingofemployeesim