In their 2024 research, Deloitte has illuminated the generational perspectives of Gen Z and Millennials concerning Generative AI (GenAI), revealing a complex mix of excitement and uncertainty.
These younger cohorts, renowned for their technological fluency, express both keen interest and notable reservations about the pace at which workplaces are adapting to the GenAI revolution.
This dichotomy underscores a critical challenge for businesses: to not merely adopt new technologies but to proactively prepare their workforce for the seismic shifts these innovations are poised to cause.
And it seems like one that business is currently not set up for and have work to do!
The generational lens on GenAI
Both Gen Z and Millennials are digital natives, a fact that positions them uniquely in the face of technological advancements.
As a ‘geriatric millennial, I was lucky enough to experience both the analogue and digital changeover which provides a more insightful approach with genuine experience and a wider view of technological change.
Deloitte’s findings indicate that while younger generations are enthusiastic about the potential of GenAI, there is a pervasive feeling that their employers are lagging in efforts to equip them for a future dominated by these technologies.
Over a third of these individuals are proactively seeking to engage in GenAI training within the next twelve months, signalling a disconnect between employee initiative and corporate support. It feels like a huge lag here, and the gap is just getting bigger.
I call this ‘analysis paralysis’ when it comes to organisations just not sure where to start with all this, and no matter how much we preach the ‘just have a go’ message, it doesn’t seem to be getting through.
The crucial role of L&D in GenAI adoption
Once again, as in the pandemic, it seems that Learning and Development (L&D) departments are at the frontline of this transformative era. Tasked with the responsibility of developing a future-ready workforce, L&D professionals must evolve from traditional training facilitators to strategic partners in organisational growth.
The diverse generational makeup of the workforce can be a formidable asset in an organisation’s digital transformation journey.
The adaptation involves a series of targeted actions:
1. Promoting GenAI literacy
The foundational step involves demystifying GenAI for all employees. L&D needs to design initiatives that clarify what GenAI is, how it can be leveraged in various job roles, and the broader implications for the industry.
This could be achieved through a combination of different modalities including;
- hands-on workshops,
- interactive online seminars,
- and comprehensive drop-in sessions
aimed at building a strong base of knowledge and skills, and fostering a culture that embraces technological advancements.
Leaders also must be seen engaging, being vulnerable and having a go with GenAI themselves.
2. Skill development and resource provisioning
Reflecting on Deloitte’s report, the eagerness of over a third of Gen Z and Millennials to undergo GenAI training points to a critical need for structured learning pathways.
L&D must respond by crafting training programmes that not only increase digital literacy across the board but also provide in-depth, specialised training for roles that will directly interact with GenAI tools as well as aggressing the emotional needs in fear and trust of new tech.
This approach will empower employees to not just understand but proficiently utilise GenAI applications in their daily work processes, enhancing productivity and innovation.
3. Facilitating inter-generational collaboration
The diverse generational makeup of the workforce can be a formidable asset in an organisation’s digital transformation journey.
L&D must encourage knowledge sharing across generations, utilising the innate digital skills of younger employees while drawing on the seasoned expertise and professional acumen of older staff members.
Such collaborative environments can lead to more creative solutions and a more harmonious adoption of GenAI technologies.
GenAI can significantly enhance decision-making processes by providing data-driven insights and predictive analytics.
4. Implementing continuous feedback and adaptation
The integration of GenAI into business operations is an ongoing process, requiring continuous refinement and responsiveness to feedback.
L&D should establish robust mechanisms to assess the impact of GenAI training and adapt learning goals to keep pace with rapid technological advancements and evolving business needs.
GenAI in practice: Real-world applications
In practical terms, GenAI is set to revolutionise many aspects of the workplace. For instance, in customer service, GenAI can automate responses to common queries, allowing human agents to focus on more complex issues.
In design and creative roles, GenAI tools can assist in generating initial concepts and layouts, which can then be refined by human creativity, blending efficiency with innovation.
Moreover, GenAI can significantly enhance decision-making processes by providing data-driven insights and predictive analytics.
This capability is invaluable across sectors, from marketing, where it can predict consumer trends, to finance, where it can assess risk and inform investment decisions.
A proactive approach is key
The enthusiasm with which Gen Z and Millennials are embracing GenAI represents a formidable opportunity for businesses.
However, leveraging this potential fully requires organisations to be proactive, not just reactive.
Companies must invest in comprehensive L&D strategies that prepare their teams comprehensively for the future. As highlighted by Deloitte’s 2024 research, there is an urgent call to action for employers to enhance their efforts in equipping their workforce.
By doing so, they align with the aspirations of their younger employees and secure a competitive edge in a rapidly evolving digital landscape.
Please note that ChatGPT4o was used to support the crafting of this article.
