The Impact of Artificial Intelligence on Workers’ Skills: Upskilling and Reskilling in Organisations

Abstract

Aim/Purpose: This paper aims to investigate the recent developments in research and practice on the transformation of professional skills by artificial intelligence (AI) and to identify solutions to the challenges that arise. Background: The implementation of AI in various organisational sectors has the potential to automate tasks that are currently performed by humans or to reduce cognitive workload. While this can lead to increased productivity and efficiency, these rapid changes have significant implications for organisations and workers, as AI can also be perceived as leading to job losses. Successfully adapting to this transformation will lead companies and institutions to new working and organisational models, which requires implementing measures and strategies to upskill or reskill workers. Organisations, therefore, face considerable challenges such as guiding employees towards the change process, dealing with the cost of training, and ensuring fairness and inclusion posed by age, gender, and cultural diversity. Methodology: A narrative review has been conducted to analyse research and practice on the impact of AI on human skills in organisations. Contribution: This work contributes to the body of knowledge by examining recent trends in research and practice on how AI will transform professional skills and workplaces, highlighting the crucial role played by transversal skills and identifying strategies that can support organisations and guide workers toward the upskilling and reskilling challenges. Findings: This work found that introducing AI in organisations combines many organisational strategies simultaneously. First, it is critical to map the transversal skills needed by workers to mitigate the current skills gap within the workplace. Secondly, organisations can help workers identify the skills required for AI adoption, improve current skills, and develop new skills. In addition, the findings show that companies need to implement processes to support workers by providing ad hoc training and development opportunities to ensure that workers’ attitudes and mental models towards AI are open and ready for the changing labour market and its related challenges. Recommendation for Researchers: AI is a complex and multifaceted field that encompasses a wide range of disciplines, including computer science, mathematics, engineering, and behavioural and social sciences. Researchers should take a transdisciplinary approach to enable the integration of knowledge and perspectives from different fields that are essential to understanding the full range of implications and applications of AI. Future Research: Further research is needed to understand the impact of AI on human skills and the role of soft skills in the adoption of AI in organisations. Future studies should also consider the challenges presented by Industry 5.0, which is likely to involve the integration of new technologies and automation on an even greater scale.

Automation, artificial intelligence and future skills needs: an Irish perspective

“…The proliferation of automation and AI in the workplace has also created some autonomy concerns (Arslan et al , 2022; Chuang, 2021; Chuang and Graham, 2018; Morandini, 2023). This parallels Braverman’s (1974) deskilling thesis, which outlined how the implementation of scientific management in the early 20th century allowed for the routinisation of work but also resulted in the deskilling of employees, making them easily controllable and replaceable.…”

“…Due to the accelerated nature of technological change, it is predicted that skill demands will change for the entire workforce, to a greater or lesser extent, even for positions reliant on uniquely human skills with no way to “robot-proof” any career track (Morandini et al , 2023; Shipley and McGowan, 2020). There is a debate in the skill preparation literature, however, as to which skills should be prioritised to bridge the gap (Rotatori et al , 2021).…”

“…For the past two decades, academics have stressed the importance of Science, Technology, Engineering and Maths (STEM) skills for the future (Jang, 2016; Smith and White, 2020) and it is believed that 4.5 million job positions in STEM will be vacant by 2030 (Cutler-Knowles and Lewis, 2018), with only 300,000 AI engineers in existence out of the millions needed worldwide (Su et al , 2021). Yet, despite these predictions, some scholars have challenged the emphasis on hard skills, stating instead that soft skills such as collaboration, teamwork, ethics and judgement are key (Morandini et al , 2023; Teng et al , 2019; Weritz, 2022). In fact, Zahidi et al (2020) find that skill gaps in terms of critical thinking, self-management and working with people are the number one barrier to the adoption of advanced technologies.…”

“…In fact, Zahidi et al (2020) find that skill gaps in terms of critical thinking, self-management and working with people are the number one barrier to the adoption of advanced technologies. Regardless of the type of skills needed in the future, it is essential that employers are cognisant of the negative effect skill shortages and mismatches will have on their business (Brunello and Wruuck, 2021) and for those organisations adopting AI systems, reskilling current employees is critical as it allows employees to develop the knowledge to work effectively with these new technologies (Chuang, 2021; Kaliannan et al , 2023; Morandini et al , 2023; Whysall et al , 2019; Wilkinson et al , 2021). Many blue-chip companies are ensuring the future success of new technologies by investing in technical and soft skills training while simultaneously developing AI-powered products and services (Jaiswal et al , 2021).…”

Beyond Innovation: Assessing the Risk Terrain of Industry 5.0 Technologies

“…Concerns over the safeguarding of personal information. ( Morandini, et al 2023) emphasize the necessity for a thoughtful, inclusive approach to transitioning to Industry 5.0, highlighting the need to address individual factors such as the gender gap, age differences, and cultural diversity. The authors stress that the costs of such a transition can be outweighed by the bene ts, provided programs are properly designed and implemented.…”