It’s easy to recognize AI’s disruptive role in the job market today, with some institutions more optimistic than others about what the future of employment entails. Gartner’s new report on the AI-assisted workforce changes suggests that the technology will create more roles than it will eliminate beginning in 2028. This is neither good news nor bad, but instead offers employers an opportunity to prepare for the changes to come.
As Gartner adds, creating robust internal talent pipelines will be critical to meet these shifting demands in operations, as workers have little time to prepare for these future roles without the support of employers. In order to stay ahead of a potential talent shortage prompted by AI, it falls to employers to begin developing talent in parallel with their long-term plans for the evolution of the organization over the next few years.
Gartner predicts that AI will create more jobs than it eliminates beginning in 2028, but preparing for AI’s disruption to the job market begins today. (Image: Pexels)
AI Job Disruptions Can Also Look Like Job Creation, But Internal Talent Development Is Critical to Keep Up
“AI is ultimately going to result in more job gains than losses, but in the process it’s going to break down millions of careers,” Kaelyn Lowmaster, Director Analyst in the Gartner HR practice, explained in a new report from the firm. “As AI changes how work gets done, organizations must rethink how employees gain expertise and experience, or they will find themselves without ready talent for the jobs AI helps create.” AI careers are certainly growing in number as more and more organizations are beginning to look for workers in supervisory, assessment, and training roles to perfect their AI tools.
Layoffs motivated by artificial intelligence are simultaneously on the rise, with 40% of companies having already gotten rid of roles they found to be obsolete. More employers are expected to proceed with similar cuts, rebuilding operations around the tech rather than their existing manpower. Unfortunately, not all such attempts have been successful, with employers going back and forth on their AI ambitions, rehiring workers when the technology doesn’t live up to their needs.
Meanwhile, many employers are also reporting a shortage of AI talent, unable to find workers who correctly fit their organization’s needs. The disruption is apparent as employers remain uncertain of what comes next and where to drive their investments, simultaneously disrupting employee careers in favor of capitalizing on AI. Workers are also unclear about which skills to develop and how to acquire the knowledge that employers are seeking, creating a culture of uncertainty. While we can’t speak to Gartner’s assertion that AI will create more jobs than it will eliminate, we can agree that the nature of jobs is changing, and the workforce will have to change with it.
CHROs Must Pay Closer Attention to Their Talent
Recent reports revealed that many CEOs believe in the central role of CHROs in the future of their business, and this isn’t without reason. It falls to CHROs and HR teams to identify and eliminate redundancies within operations, but it is just as important to understand what will take its place. The spate of AI layoffs followed by the rehiring of workers shows that many organizations are pushing forth with changes without testing out the feasibility of their next stage of operations, which only leads to delays, complications, and lost revenue.
As Gartner suggests, while AI augments and automates core tasks, “CHROs must instead take a more deliberate approach to building critical skills.” This is essential not just to fill the gaps in current operations, but to ensure that workers are building the capabilities they need to branch out and grow with the organization. The senior workers who currently perform more advanced roles may eventually move out of the organization, and workers primed to take on those roles may severely lack the skills and perspective they need, considering the condensed nature of their role today, with many facets being automated.
Preparing for the AI Talent Demand Requires Active Construction of Updated Training Pipelines
A shift to skill-based hiring is not only recommended but essential for operations today, but that alone will be insufficient to solve the shortage of AI talent. Organizations must develop internal talent pipelines to train and grow talent that can fit the AI careers expected to lead their operations in the future. Seeking out qualified talent may result in some success, but with the workforce equally unclear on the future of their roles, it is unlikely that they will collectively be prepared to perform a new category of tasks fresh off the job market.
As we move into a new era of operations, one thing remains unchanged: collaboration between employers and employees is the most stable way to grow, ensuring that every contributor is equally prepared for incoming change. Career building today will ensure that organizations are prepared for the workforce changes that are caused by AI tomorrow, creating a smoother transition towards this heavily automated future.
What do you think about AI’s role in the job market disruption being witnessed today? Share your thoughts in the comments with us. Subscribe to The HR Digest for more insights on workplace trends, layoffs, and what to expect with the advent of AI.
