The more I fall into the rabbit hole that is artificial intelligence (AI), the more I realise the key to unlocking it is a ‘certain set of skills’ (cue Liam Neeson in Taken) which we, as learning and development (L&D) professionals, can help our organisations build.
It's easy to get swayed, overwhelmed or distracted by the terminology, the AI guilt of not being fully submersed, or the AI shame of not using it yet.
There is no doubt that most of us will be using AI in our roles at some point very soon, however we must remember that most people in this space will be non-experts.
Most of us will never be data scientists, head of machine learning or large language model techs. However, where we add value is in making the complex simple.
And the way we can do this is through enabling understanding of digital ethics, supporting managers to coach the required behaviours and by providing the experience for teams to build the underpinning skills.
So, what are these underpinning skills that are so important to a successful adoption of AI technology?
1. Learning agility
The ability to learn and apply new skills in record time, coupled by being able to drop the knowledge and information that is no longer relevant or needed (which is much easier said than done in the education and learning field – traditionally this knowledge has given us power and influence).
Most of us will never be data scientists, head of machine learning or large language model techs. However, where we add value is in making the complex simple
2. Mental flexibility
The cognitive grit that is the foundation of stress tolerance. Examples here are change, relationships, communications, and mental toughness. How well can your people dig in when things feel tough, and what support do people identify with before the inevitable train comes down the track!
3. Creativity and curiosity
The ability to try, challenge, build, and test, all within an acceptable framework which is laid out by the digital ethics and integrity strategy.
4. Genuine and deep critical thinking
Those who can get to the bottom of what’s really happening when there is a challenge.
Those who can ask the right questions, challenge assumptions, and consider different options will be better problem solvers and more valuable to teams, especially considering we live in permanent VUCA times (variable, uncertain, complex, and ambiguous – also known as our ‘new normal’!).
What I’m not adding to this list is:
- Prompt engineering
- Jargon busting
- IT consultancy
- Multitasking
We are not asking people to be everything to everyone. We are asking people to have a flexible toolkit of critical skills, which managers can help to build with the support of learning and development functions, which the workforce can deploy in most situations.
Those who can ask the right questions, challenge assumptions, and consider different options will be better problem solvers and more valuable to teams
How do we go about this?
Start by asking questions like these as part of your organisational skills analysis when it comes to your AI strategy.
1. What skills do people need to make this sustainable and effective?
Be specific and don’t just take the first answer….. time to role model some of those skills listed previously!
2. What skills do people not need?
I expect this list to be longer and probably a bit controversial, and that’s OK.
3. What are we overloading people with and what effect is this having?
Historically we are very good at doing this in L&D, particularly in areas such as new projects and induction, so be ruthless and create a skills plan which gives people the autonomy to understand strict requirements and focus on these.
4. How do we ensure that the skills which are hyper technical stay with the right teams?
We often see skills bleed which can be detrimental and cause cognitive overload with that which might not be relevant or potentially too deep. We all have a limited headspace capacity in such a busy world!
5. How do we upskill our managers to embed and coach these critical skills? And how is this measured against organisational goals and needs?
The two are naturally linked and interdependent.
Great digital transformations are always about the people, and during a period of time when people maybe sceptical and even fearful of what something like AI might mean, we will do well to dial up a people focused communication plan
6. What emotional and behavioural interventions do we need to support the organisation alongside the skills plan?
And I don’t mean signposting to the Employee Assistance Programme! I mean outing potential fear and worry some people will be holding on to, which could be fed by social media and humanity’s ability to catastrophise when something new is in town!
I’m sure there’s plenty more, but again, don’t fall down the rabbit hole of making this much bigger than it needs to be.
- Be ruthless
- Be agile
- Be open
By undertaking a skills plan such as this, your AI deployment will feel more human centric, considered, motivational and engaging.
Remember, great digital transformations are always about the people, and during a period of time when people maybe sceptical and even fearful of what something like AI might mean, we will do well to dial up a people focused communication plan, building the critical skills listed above, alongside time to practise, access to reflective and emotion-based conversations, and the all-important space to think.
If you enjoyed this, read: AI for the ‘average Joe’
