Majority of Workers Struggle with AI Skills, Experts Weigh In

Key Insights from ZDNET

Quality training in AI is often insufficient.
Employers are encouraged to cultivate a diverse skill set among their employees.
Continuous updates and role-specific training are essential.

While AI tools are becoming increasingly prevalent in workplaces, quality training for employees remains a significant concern. Recent findings from QA, a technology training and talent provider, reveal that 32% of workers have not received any formal training in AI, with only 15% benefiting from ongoing or advanced support.

The implications of this training gap are substantial. A mere 9% of employees view themselves as advanced or expert users of AI, and only 13% feel confident in utilizing AI for basic tasks.

Jo Bishenden, the chief learning officer at QA, emphasized that there is a notable discrepancy between the implementation of AI technologies and the education provided to users. “AI is already reshaping how work gets done,” she stated. “Yet while organizations continue to invest heavily in AI tools and platforms, most businesses are making the same mistake: they’re spending on AI tools and neglecting the people expected to use them.”

Further insights from the Harvey Nash Tech Talent Salary Report indicate that, although three-quarters of IT personnel have access to AI tools, one in five are expected to learn on their own, and 23% are still awaiting formal training.

To address this skills gap, Bishenden suggests that effective AI training programs should encompass three core elements: ensuring AI literacy is accessible to all employees, providing role-specific learning opportunities, and fostering behavioral changes that empower individuals to leverage emerging technologies.

Establishing Broad AI Literacy

Bishenden argues that AI should not be viewed as a simple plug-and-play solution. For AI technologies to be effective, employees must be adequately trained. This includes developing a comprehensive understanding of what AI can accomplish, its limitations, associated risks, and responsible usage.

Creating a shared understanding across organizations helps build confidence and reduces anxiety surrounding AI adoption. Ankur Anand, global CIO at Harvey Nash, concurs, stating that foundational knowledge in security and ethics related to AI must be integrated from the outset. “People need to understand what responsibility they need to shoulder for the effective use of AI,” he noted.

Emmanuel Frenehard, chief digital officer at Sanofi, has initiated programs to enhance AI literacy within his organization. Sanofi’s executives participated in the Drive Digital program, developed in collaboration with the ESSEC business school in Paris, focusing on practical use cases and value generation. After training over 100 managers, the program was expanded to include more than 1,500 other employees.

Frenehard highlighted the importance of interactive training methods, saying, “We do a lot of workshops. Once a month, we have these AI hacks where somebody will come and teach a lesson on great prompting. We make it playful.”

Focusing on Role-Specific Education

A common pitfall identified by Bishenden is the tendency for organizations to prioritize tool utilization over achieving tangible outcomes. “If people don’t know how to use AI well, the technology won’t matter,” she remarked. It’s crucial to connect training with daily work activities to prevent it from becoming irrelevant.

Training should quickly transition into practical applications, demonstrating how AI can assist with real tasks, from decision-making to communication. Anand echoed this sentiment, asserting the necessity of tailored training for specific roles, such as finance or marketing, rather than adopting a one-size-fits-all approach.

Freshworks CTO Murali Swaminathan emphasized that employees in non-technical roles may require more guidance in AI applications compared to those with a software engineering background. “That means you must bring them up to speed on how to use AI, the best practices, and then give them the right tools to make them successful in their jobs,” he advised.

According to Ashwin Ballal, CIO at Freshworks, role-specific training should be complemented by certifications that validate on-the-job competence. He compared the training of AI users to that of Formula One drivers, emphasizing the need for structured learning at varying levels.

The Necessity of Continuous Learning

Bishenden also pointed out that AI training is an ongoing process. “Learning must be continuous,” she stressed, noting that as AI technologies evolve rapidly, training programs must adapt accordingly. New developments in AI can render existing training programs obsolete in a short period.

“AI capability is not just an IT project; it’s an organizational mindset shift,” she stated, advocating for learning initiatives that encourage experimentation and critical thinking to scale AI effectively.

Stephen Wood, COO at Rathbones Asset Management, expressed his organization’s commitment to regular AI education for its staff, aiming to keep AI at the forefront of their operations. “We’re in a very fortunate position that everyone in our business is engaged in AI. They’re excited; they want to learn,” he shared.

Louise Newbury-Smith, head of UK&I at technology company Zoom, highlighted the importance of ongoing skill development through local and global AI enablement teams that promote best practices and successful individual experiences. “Having people who understand enablement, rather than pushing training, is one of the keys to success,” she concluded.