As artificial intelligence (AI) continues to transform today’s business environment, savvy talent leaders are embracing AI in business, adapting processes and taking proactive, thoughtful approaches as they fine-tune recruiting efforts and upskill employees to utilize AI as an essential tool.

In the latest in our series of CEO Roundtables, I spoke with three talent leaders to gain their insights on a trio of crucial topics related to the integration of AI applications in business practices and workforce development strategies. My co-host for the discussion was our Chief Administrative Officer here at DeVry, Dave Barnett.

It's clear that AI is a future that is actively shaping our present, influencing the way business leaders and organizations approach everything from operational efficiencies to strategic innovation. This transformation demands more than our attention. It demands action towards embracing change, fostering a culture of learning, and preparing our teams for the challenges and opportunities ahead.

What challenges do HR leaders face when trying to build adaptability within their teams in the context of AI integration? Vik Shah, Senior Vice President of Talent at HUB International, a leading full-service insurance brokerage, believes it starts with an understanding of the intersection of AI and HR. Shah said, “AI is a logic-based system. It doesn't have judgment. That challenges us to examine how we are collecting, organizing and distributing our data. If our data is clean and organized, we find a path of logic and judgment actually being correct. If it's just logic based, without judgment, then AI is just a tool to summarize information. But if logic and judgment actually hit properly, it's a really powerful tool.”

Andrea Shiah, Head of Talent Strategy and Transformation for Eightfold AI, believes AI has the potential to bring transparency to the talent development table, so leaders can understand what skills their people have, and internals as well as external candidates can find the right roles for their career aspirations. Shiah added, “The challenge HR faces is the technology, the infrastructure, the processes and the culture. In terms of how to do things with transparency and better data, we are probably underinvested.”

What skills are critical as our workforce moves into a future powered by AI in the workplace? According to research by Eightfold AI, Deloitte and McKinsey, the level of skills readiness in four key emerging technologies: AI and big data, cloud computing, IoT and cyber security, is severely inadequate. As employers are being purposeful about acquiring skilled talent, they should be thoughtful in identifying the skills needed to drive business priorities across different functions.

Mike Anderson, Chief Digital and Information Officer at cybersecurity leader Netskope, noted how the benefits of AI in business are linked to using AI as a tool and not the end all solution, saying, “Let’s think of generative AI as a tool in our tool belt. We’re not going to try to solve every problem with the same tool. There are other tools we can use and other skills we need to have. And if we take our teams on a journey and tell them that we're willing to invest in them to learn these skills, I think that helps disarm that ‘how is this going to impact me’ mindset.” 

“Having an understanding of the most critical needs is imperative,” Shah said. “As HR leaders, we shouldn't get stuck in a formal model or do something just because everyone else is doing it. We must do it right, or else we're not quite sure what skills we're trying to build, what type of talent we need to find or what partnerships we need to identify. So, identifying and understanding that business imperative is ‘building block number one’ to this challenge.”

Our own Dave Barnett offered his thoughts on the “build vs. buy” debate in skilled talent development. He said, “As HR professionals think about their strategies, they need to determine where they will develop talent pipelines – internally, building talent from within their own ranks, or externally, recruiting from outside the organization to find critical skills. Building confidence along with competencies should be a priority as employers invest in talent development in creative ways.” As it relates to especially tech careers, and AI falls in there, the panel discussed the need to start preparing younger generations, to the extent of primary and secondary school programs and outreach. At DeVry, one example of this is our SMART Futures program, working with young people in STEM labs with Boys and Girls Clubs of America.

In advocating a strategy that upskills talent from within, Eightfold AI’s Andrea Shiah said, “It can be challenging sometimes to go externally to find the skills you need. Being able to have confidence in your employee base, to see the potential you already have in your organization and build their skills, is important. Our customers are realizing cost efficiencies from that approach as well. They’re using AI to identify employees within large populations who have adjacent skills and may have the potential to learn new skills.”