As companies adopt generative AI, leadership should consider whether employee training is keeping pace with this evolution. Almost half of global employers (48%) already use AI, but the lack of talent with specific skills concerns 31% of them. The data is from 2025 Trends ReportManpowerGroup, a global leader in workforce solutions.
Despite the focus on innovative adoption, companies often encounter 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 Researchalso from ManpowerGroup.In addition to focusing solely on implementing the technology, leaders need to analyze why and how they will use it, and what is missing for employees to improve their skills.
This is because many companies end up focusing on the productivity that AI can bring, without clearly defining the strategic intent of its use. Yes, it helps with productivity, as long as there are humans behind it to bring it to its full potential. Proof of this is that the performance of qualified professionals can increase by up to 40% with the tool, compared to those who do not use it, according to Harvard Business Review studies, with Boston Consulting Group.
However, for Andréa Felgueiras, executive marketing manager for talent attraction at ManpowerGroup, those who do not yet have this training may feel overwhelmed by the demand for productivity that comes with AI. "Lack of clarity about how solutions will be adopted and employee preparedness can impact mental health and demand efficiency. Many do not know what AI is, so they will not know how to optimize its use. At the same time, some know, but do not have the necessary skills that the role requires. To avoid these scenarios, companies need to start from scratch, identifying how the tools will be used and what potential bottlenecks and challenges there are, both regarding employees and business innovation," he comments.
To train employees to make successful use of the available resources, it is important to map the levels of knowledge about artificial intelligence. Thus, it is possible to determine which paths to follow with each profile, with introductory or intensive courses. From there, learning journeys should be undertaken for the different levels and progress should be monitored.
This ongoing training proves to be the way to meet the growing demand for professionals capable of working with AI and to bridge the existing skills gap today. Employers need to exploit it as a way to grow the business and address the talent shortage.
"Such training and awareness about AI should be a 360º movement across all company sectors, not just a 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, professionals being curious and dedicating themselves to training are important differentiators, but in this race to adopt AI, it is the companies that play the leading role," he adds.
These changes will help professionals and employers avoid becoming obsolete in the face of AI's evolution in the job market. After all, in five years, 69 million new jobs will be created, and the required skills are expected to change by 50% (compared to 2016); only generative AI is expected to accelerate this transformation to 68%, they point out. World Economic Forum data.
The executive emphasizes that the movement will require cultural transformations in companies, just like all previous innovations that redefined the way of working. "It is necessary to find the balance between wanting to innovate and having a team prepared for it," complements Andréa.
