As companies adopt generative AI, leadership must consider whether employee training is keeping pace with this evolution. Nearly half of global employers (48%) already use AI, but 31% are concerned about the lack of talent with specific skills. The data comes from 2025 Trends Report by ManpowerGroup, a global leader in workforce solutions.
Despite the focus on innovative adoption, companies often face challenges in preparing professionals to use AI tools, which can contribute, among other factors, to a talent shortage in the market—the rate in Brazil reaches 81%, according to data from Talent Shortage Survey, also by ManpowerGroup. Beyond just thinking about implementing the technology, leaders need to analyze why and how they will use it, and what is missing for employees to enhance their skills.
This is because many companies end up focusing on the productivity AI can bring without clearly defining the strategic intent of its use. It does help with productivity, provided there are humans behind it to maximize its potential. Proof of this is that the performance of trained professionals can increase by up to 40% with the tool, compared to those who do not use it, according to studies by Harvard Business Review, with Boston Consulting Group.
However, for Andréa Felgueiras, executive marketing manager for talent attraction at ManpowerGroup, those who are not yet trained may feel overwhelmed by the demand for productivity that comes with AI. ‘The lack of clarity about how solutions will be adopted, and the lack of employee preparation, can have an effect on mental health and their efficiency in handling demands. Many do not know what AI is, so they will not know how to optimize its use. At the same time, some know but lack the skills required for the role. To avoid these scenarios, companies need to start from scratch, identifying how tools will be used and what the potential bottlenecks and challenges are, both in terms of employees and business innovation,’ she comments.
To empower employees to successfully use available resources, it is useful to map knowledge levels about artificial intelligence. This way, it is possible to determine which paths to follow with each profile, with introductory or intensive courses. From there, learning journeys should be tailored for different levels and progress should be monitored.
This continuous training proves to be the way to meet the growing demand for professionals skilled in working with AI and to bridge the existing skills gap today. Employers need to explore it as a way to grow the business and address the talent shortage.
‘Such training and awareness about AI should be a 360-degree movement across all company sectors, not just part of it. This includes C-levels and leadership, who will take the lead and manage employees; and recruiters, who will be on the lookout for new talent and need to know how to identify the necessary AI skills,’ comments the executive. ‘Of course, employees being curious and dedicating themselves to training are important differentiators, but in this race to adopt AI, companies play the leading role,’ she adds.
These changes will help professionals and employers avoid becoming obsolete in the face of AI evolution in the job market. After all, in five years, 69 million new jobs will be created, and required skills are expected to change by 50% (compared to 2016); generative AI alone is expected to accelerate this transformation to 68%, according to data from the World Economic Forum.
The executive emphasizes that this movement will require cultural transformations in companies, like every innovation that came before and redefined the way we work. ‘It is necessary to find the balance between wanting to innovate and having a team prepared for it,’ adds Andréa.
