Workforce Reskilling: Enhancing Human Abilities in the Age of AI - Angela Mangiapane
The acceleration of artificial intelligence (AI) will require massive shifts in how we do business, including workforce reskilling to adapt to increased automation. Disproving the forecast that AI will eliminate some jobs, a recent IBM study finds nearly 90 percent of executives expect the new technology to augment, rather than replace, their workforce. This statistic aligns with the perspective that AI can serve as a valued tool for enhancing human abilities, leading to improved efficiencies and more room for innovation.
We’re in conversation with Angela Mangiapane, a passionate business leader devoted to enhancing the efficiency and effectiveness of businesses and the human experience in the workplace.
Angela, as AI becomes more pervasive in our day-to-day lives, what is your overall perspective on the future of work?
I’m optimistic about the future, especially as more businesses continue to adapt and keep an open mind. The presence of AI accelerates the ongoing question — “How can I continue to remain relevant, find meaning in my work, and deliver the value I uniquely offer?” At its best, if properly monitored, AI will take over tedious tasks and give us more time for strategic thinking and an opportunity to make bigger contributions to our own growth and those around us.
The big issue is time. The timeframe today for how long skills, and even education, remain relevant is rapidly shrinking. Studies tell us the “shelf life” of skill relevance is now five years. Automation and AI may render some traditional elements of MBA programs obsolete. The way forward is continuous training and reskilling not only in the workplace but in all aspects of life.
What influence will AI have on hiring practices?
Many companies are striving to recruit talent who share their values, like being socially responsible and a force for collective good. Alignment with shared values may become an even more relevant and employable attribute than the hard skills listed on a resume as more tasks are delegated to AI and automation platforms.
Another key attribute in an AI-driven world is the ability to think critically. For example, when using a tool like ChatGPT, we need to discern if the answer produced is what we are looking for and, through trial and error, gain a better understanding of how to best frame our questions to get the most relevant answers. This skill is so important that many companies have created the new position of “prompt engineer,” a specialist in designing AI-generated text prompts.
How prepared are leaders to take on the responsibility of reskilling? What tools can help them succeed in this role?
Leaders should focus on creating a culture of learning. One potential solution is scheduling set times for learning and development throughout the week. For example, Monday through Thursday could be assigned to typical job responsibilities, with Friday the designated day for learning and personal development.
Building in space for continued learning isn’t easy, as historically, we’re all focused on productivity. Yet reskilling typically requires intensive learning, which can happen only if we create a structure that gives employees the time and mental space they need to learn. Ultimately, it’s about treating employees not just as workers but as the best investment an organization can make. Opportunities should always be framed through the employees’ perspective of how learning will add value — and why it matters.
What guidance do you have for showing employees the value of them in a reskilling initiative?
Frame discussions from the employees’ perspective. Talk openly about the rationale for reskilling programs and the opportunities they present. Position these initiatives as a way to maintain your employees’ competitive edge by enlarging their skills. Provide opportunities for them to share what reskilling programs would be most valuable to them and where their interests lie.
The beauty of reskilling programs is that they can expand to include other groups, such as your vendors, customers, and grassroots community programs. Creating activities or use cases that extend beyond your four walls can offer mutually beneficial opportunities for businesses and communities alike and further amplify the value of reskilling programs.
We appreciate your perspective, Angela, and guidance for the road ahead.
A values-driven and human-centric leader, Angela Mangiapane brings to business and board service a creative transformation perspective — at the intersection of financial progress, social good, and human capital investment. She has held and continues to serve in a variety of leadership roles throughout her career and is currently channeling her expertise into board service. Angela is chair of EoM Solutions, the consulting arm of the nonprofit EoM Foundation, devoted to transforming the economic system by creating a mutuality of benefits among all stakeholders. She also serves as co-chair of the Conference Board, a global nonprofit “think tank,” as well as on the advisory board of SSON, a professional networking group for high-level professionals.
Connect with Angela Mangiapane on LinkedIn.
